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LABOR TURNOVER IN INDUSTRY 



THE MACMILLAN COMPANY 

NEW YORK • BOSTON • CHICAGO 
DALLAS • ATLANTA ' SAN FRANCISCO 

MACMILLAN & CO. ^ Limited 

LONDON • BOMBAY * CALCUTTA 
MELBOURNE 

THE MACMILLAN CO. OP CANADA, Ltd. 

TORONTO 



I 



LABOR TURNOVER 
IN INDUSTRY 

<iJl Statistical <iAnalysis 



BY 

PAUL FREDERICK BRISSENDEN 

ASSISTANT PROFESSOR IN COLUMBIA UNIVERSITY 
AND 

EMIL FRANKEL 

FORMERLY SPECIAL AGENT OF THE UNITED STATES 
DEPARTMENT OF LABOR 



THE MACMILLAN COMPANY 

1922 

All rights reserved 



i I 
I 

PONIED IN THE UNITED STATES OP AMERICA. 






Copyright, 1923, 
By the MACMILLAN COMPANY 



Set up and electrotyped. Published, October, igaa 



Press of 

J. J. Little & Ives Company 

New York 



122 72 

©C1A690262 



J 



TO 

THE UNITED STATES BUREAU OF 
LABOR STATISTICS 



PREFACE 

The figures which constitute the basis for the statistical 
analysis presented in these pages were collected for the United 
States Bureau of Labor Statistics by the authors and other 
members of the Bureau's staff. A large part of the material 
thus collected already has been utiUzed in various articles pub- 
lished in the Bureau's Monthly Labor Review, The Bureau of 
Labor Statistics, however, is responsible neither for the opinions 
herein expressed by the authors nor for the statistical treatment 
its original figures have received at their hands. 

The authors desire to express their appreciation of the help 
they have received from Dr. Royal Meeker, formerly Com- 
missioner of Labor Statistics and now editor of the International 
Labour Review, and from Mr. Lucian W. Chaney, of the staflf 
of the Bureau of Labor Statistics. Mr. Ethelbert Stewart, now 
Commissioner of Labor Statistics, was in general charge of the 
field work of the Bureau's investigation of labor turnover. 
Working with the authors under his direction were Messrs. 
Boris Emmet, William F. Kirk, and Irving Winslow. To them 
and to Mr. Stewart the authors are very much indebted and 
they wish to take this opportimity to express their appreciation. 
Although they are too numerous to mention by name, the authors 
desire to express their deep sense of obligation to the hundreds 
of employment managers, factory superintendents, and business 
executives who cheerfully put themselves to great inconvenience 
in order to furnish the necessary information. The authors 
earnestly hope that this analysis of the figures they so kindly 
furnished may be of use to some of them. 

To the Academy of Political Science at Columbia University, 
the Ronald Press Company, and the University of Chicago Press, 
the authors desire to extend thanks for permission to reprint 
material originally published in the Political Science Quarterly^ 
Administration^ and the Journal of Political Economy, 

vii 



CONTENTS 



CHAPTER FACE 

I. Introduction i-6 

1. Nature and significance of labor mobility. 

2. Scope and limitations of the basic data. 

II. Definition and Measurement of Labor Mobility 7-28 

I. The base in "turnover" computation. 

(a) The pay roll as base. 

(b) Average daily work force 

(c) Labor hours. 

3. Labor change rates. 

3. The definition of terms. 

(a) The variables. 

(b) The base or standard of measurement. 

4. The method of computation. 

5. Relation between different methods of computation. 

III. Personnel Policy AND Labor Stability . • • . 29-33 

IV. General Extent of Labor Mobility .... 34-60 

1. Labor mobility and industrial conditions. 

2. Extent of mobility in the lo-year period ending Dec. 31, 

1919. 

3. Probable amount of labor shifting in the United States. 

4. Necessary and unnecessary labor changes. 

5. Labor mobility in certain localities. 

6. Labor mobility in different industry groups. 

7. Relation between size of establishment and labor mobility. 

8. Analysis of accessions. 

V. Labor Mobility in Individual Plants and in Special 

Groups within the Work Force .... 61-77 

1. Labor mobility in individual establishments. 

2. Mobility of male and female employees. 

3. Day and night force. 

4. Skilled and unskilled employees. 

5. Occupational incidence of labor mobility. 

iz 



X / CONTENTS 

CHAPTER PAGE 

VI. Tyms of Separation and Causes of Turnover 78-102 

1. Types of separation. 

2. Industry groups and t)^e of separation. 

3. Relation between skill and type of separation. 

4. Type of separation and size of establishment. 

5. Some causes for instability. 

VII. Seasonal Influences on Labor Shifting . . . 103-1x4 

1. Seasonal fluctuations in individual establishments. 

2. Seasonal changes in different occupations. 

3. Normal seasonal changes in stability. 

VIII. Length of Service as a Factor in Labor Mobility ii 5-141 

1. Job tenure in different industry groups. 

2. Comparative service stability of males and females. 

3. Length of service of skilled and unskilled employees. 

4. Length of service of casual laborers. 

5. Length of service in different plant departments. 

6. Average weekly service rates. 

7. Length of service and t)^e of separation. 

IX. Stabile and Unstable Employees 142-153 

1 . "Active employees " with service records of less than one year 

(unstable employees) and over one year (stable employees). 

2. Responsibility for labor mobility of the unstable employees. 

3. The labor flux of unstable working forces in individual estab- 

lishments. 

4. Labor mobility of the unstable work force compared with 

the total work force. 

X. Relative Responsibility for Instability of Dif- 
ferent Length of Service Groups . . . 154-162 

1. Analysis based on allocation of labor hours to length of 

service groups. 

2. Frequency of job replacement in different length of service 

groups. 

XI. Employment Records 163-169 

1. Labor mobility records. 

2. Records of labor absenteeism. 

Appendix. Basic Tables 17 2-2 11 

Index ....,•,•,..,.., 213-215 



INDEX OF TABLES 



CHAPTER n. THE DEFINITION AND MEASUREMENT OF 
LABOR MOBILITY 

PAGE 

Table i. Difference between pay-roll numbers and number of equivalent 

full-time workers lo 

Table 2. Trend of labor flux, accession, classified separation, and replace- 
ment rates in a metal-products manufacturing plant (No. 42- 
182) by months, from 191 2 to 1919. (Charts A and E) . 16-17 

Table 3. Labor mobility in an automobile manufacturing plant (No. 48- 
194), showing flux, accession, separation, replacement, and 
labor increase and decrease rates for 191 7 and 1919 ... 25 

Table 4. Comparison of three methods of measuring labor mobility . . 26 

CHAPTER HI. PERSONNEL POLICY AND LABOR STABILITY 

Table 5 . Labor flux rates in i o selected establishments, by years from 1 9 1 3- 

19, inclusive 32-33 

Table 6. Comparison of labor mobility in 10 selected establishments with 
its mobility in all other establishments reporting for the years 
1913-19, inclusive. (Chart B) 32-33 

CHAPTER IV. GENERAL EXTENT OF LABOR MOBILITY 

Table 7. Labor mobility by years, 1910-19. (Chart C) 36 

Table 8. Necessary and unnecessary labor changes, by years, 1910-19, 

inclusive 44"45 

Table 9. Labor mobility in specified cities, 1913-14 and 191 7-18 ... 47 

Table 10. Labor mobility in specified industry groups, 1913-14 and 191 7-18. 

(Chart D) 50-53 

Table ii. Relation between size of establishment and labor stability, 1913- 

14 and 1917-18 55 

Table 12. Number of employees leaving service within 12 months of when 

they are hired, by industry groups, year ending May 31, 1918. 56 

Table 13. Number of employees hired by same establishment specified 

number of times 58 

Table 14. Number of employees on pay roll of three establishments who had 
been hired specified number of times, classified according to the 
length of time within which the hirings and rehirings took 
place, 1915 59 

CHAPTER V. LABOR MOBILITY IN INDIVIDUAL PLANTS 
AND m SPECIAL GROUPS WITHIN THE WORK FORCE 

Table 15. Number and per cent distribution of establishments having classi- 
fied labor mobility rates, 1913-14 and 191 7-18 63 

Table 16. Labor mobility of 20 identical establishments reporting in 1913- 

14 and 1917-18 64-65 

xi 



xii INDEX OF TABLES 

PAGE 

Table 17. Labor mobility by sex and industry groups, 191 7-18 . . . 66-69 

Table 18. Labor mobility of day and night forces in a machine-tool manu- 
facturing establishment (No. 35-144), by years, 1916-19 . 71 

Table 19. Labor mobility of skilled and unskilled workers, 1913-15 and 

1917-18 73 

Table 20. Labor mobility in a car-building plant (Establishment No. 102) 

by occupations, for year ending May 31, 1 9 18 .... 76-77 

CHAPTER VI. TYPES OF SEPARATION AND CAUSES OF 
TURNOVER 

Table 21. T)^e of separation (discharge, lay-off or voluntary quitting) of 
employees leaving, by years from 1910 to 1915, inclusive, and 
for the 12-month period ending May 31, 19 18 . . . . 80-81 

Table 22. Number of establishments in which classified proportions of the j 

total separations are attributable, respectively, to discharge, I 

lay-off, entry into military service and voluntary quitting, 
1913-14 and 191 7-18 85 

Table 23. Type of separation (discharge, lay-off or voluntary quitting) of 

employees leaving, by industry groups, 1 9 1 3-1 4 and 1 9 1 7-1 8 86-89 

Table 24. Comparison of separation rates of skilled and unskilled employees 

leaving voluntarily, discharged and laid off, 19 13-15 ... 91 

Table 25. Relation between size of establishment and type of separation 
(discharge, lay-off, entry into military service and voluntary 
quitting), 1913-14 and 191 7-18 92-93 

Table 26. Reasons advanced for voluntary separation from service of 8140 
employees and causes for discharge of 1439 employees, in six 
metal-trades establishments 96 

Table 27. Reasons advanced for voluntary separation from service of 13,664 
employees and causes for discharge of 2849 employees, during 
191 7, in a mail-order house (Establishment No. 27-109) . . 99 

Table 28. Number, per cent distribution and rate per full-year worker of 
employees hired and rehired and of those leaving for specified 
reasons. A department store (Establishment No. 271) . . loi 

CHAPTER VII. SEASONAL INFLUENCES ON LABOR SHIFTING 

Table 29. Labor flux rates by months from January, 19 10, to December, 

1919, inclusive. (Chart F) 104 

Table 30. Labor flux rates of day and night forces of a machine-tool manu- 
facturing plant (Establishment No.35-i44),by months, 1916-19 107 

Table 31. Labor flux rates for each month in selected occupations in a car- 
building plant (Establishment No. 102), for the year ending 
May 31, 1918 108-109 

Table 32. Monthly trend in labor mobility. (Chart G) in 

Table 33. Extent of labor mobility in the four seasons of the year . . . 113 

CHAPTER VIII. LENGTH OF SERVICE AS A FACTOR IN 
LABOR MOBILITY 

Table 34. Length of service distribution of "active employees" (i.e., those 
on pay roll at end of year) and of employees who left during 
the year ("separating employees"), 1913-14 and 191 7-18 . . 117 



INDEX OF TABLES xiii 

PAGE 

Table 35. Length of service distribution of "active employees" (i.e., those 
on pay roll at end of year) and of employees who left during 
the year ('' separating employees"), by industry groups, 19 13- 
14 and 191 7-18 (percentage distribution) n8-i2i 

Table 36. Length of service distribution of "active employees" (i.e., those 
on pay roll at end of year) and of employees who left during 
the year ("separating employees"), classified according to sex, 
1917-18. (Chart H) 124 

Table 37. Length of service distribution of "active employees" (i.e., those 
on pay roll at end of year) classified according to sex, 19 13- 14 
and 1917-18 126 

Table 38. Length of service distribution of "active employees" (i.e., those 
on pay roll at end of year) and of employees who left during the 
year ("separating employees"), by sex and industry group, 
191 7-18. (Percentage distribution) 128-131 

Table 39. Length of service distribution of "active employees" (i.e., those 
on pay roll at end of year) and of employees who left during the 
year ("separating employees"), classified according to skill, 
1913-15 132 

Table 40. Length of service records of 78 unskilled male laborers hired on 
or since July i, 19 18, but not on pay roll October, 19 18, in a 
printing and publishing concern. (Establishment No. 151) 135-136 

Table 41. Length of service distribution of "active employees" (i.e., those 
on pay roll at end of year), and of employees who left during 
the year ("separating employees"), in a men's clothing manu- 
facturing plant. (Establishment No. 103), 1917-18 . . . 137 

Table 42. Number, per cent distribution, and corrected separation rates of 

employees quitting, laid off, and discharged during one year . 140 

CHAPTER IX. STABLE AND UNSTABLE EMPLOYEES 

Table 43. Number and per cent distributions of "active employees" who 
had served one year or less and over one year, respectively, in 
specified industry groups, 191 7-18. (Chart I) 143 

Table 44. Comparison of labor mobility rates based on the total working 
force with rates based on the unstable part of the working force 
in specified industry groups, year ending May 31, 1918. 
(Chart J) 146-147 

Table 45. Number of establishments having classified labor flux rates based, 
(i) on the whole working force, and (2) on the unstable part of 
working force, year ending May 31,1918 150 

Table 46. Comparison of labor mobility rates based on the total working 
force with rates based on the unstable part of the working 
force, classified according to the relative size of the unstable 
part of the working force, 191 7-18 152-153 

CHAPTER X. RELATIVE RESPONSIBILITY FOR INSTABILITY 
OF DIFFERENT LENGTH OF SERVICE GROUPS 

Table 47. Separation rates in specified length of service groups. (Based 
on allocation of the total labor hours among the different length 

of service groups), 1913- 1 4 and 191 7-18 155 

. Table 48. Separation rates in specified industry groups, classified according 
to length of service. (Based on allocation of the total labor 
hours among the different length of service groups), 1917-18 156-157 



xiv INDEX OF TABLES AND CHARTS 

PAGE 

Table 49. Separation rates in specified length of service groups of skilled 
and unskilled workers. (Based on allocation of the total labor 
hours among the different length of service groups), 1913-15 • iS^ 

Table 50. Relative frequency of job replacement in specified length of service 

groups, 1917-18 159 

APPENDIX 

Table A. Labor mobility in individual establishments and specified cities, 

1913-14 and 191 7-18 172-187 

Table B. Type of separation (discharge, lay-off, entry into military service 
or quitting) in individual establishments and specified cities, 
1913-14 and 191 7-18 190-203 

Table C. Number and per cent of employees in the unstable part of the 
working force, number in continuous service over one year, and 
number of accessions and separations, in individual establish- 
ments and specified cities, 191 7-18 204-207 

Table D. Labor mobiUty by months, from January, 1910, to December, 1919, 

inclusive. (Chart F) 208-211 



INDEX OF CHARTS 

Chart A. Trend of labor change rates in a metal-products manufacturing 

plant (Establishment No. 42-182), 191 2-19 (Table 2) . . 19 

Chart B. Comparison of the trend of labor mobility in 10 selected estab- 
lishments with the mobility in all other establishments report- 
ing, 1913-19, inclusive. (Table 6) 31 

Chart C. Labor mobihty rates, by years, 19 10-19. (Table 7) . . . . 39 

Chart D. Labor flux rates in specified industry groups, 1913-14 and 1917- 

18. (Table 10) 49 

Chart E. Trend of classified separation rates from January, 191 2, to April, ] 

1919; annual totals plotted by overlapping 12-month periods • 

(a metal-products manufacturing plant. Establishment No. 
42-182). (Table 2) 83 

Chart F. Fluctuations in labor mobility by months, from January, 1910, to 

December, 1919. (Table 29; Table D) 105 

Chart G. Monthly trend in labor mobility, identical months, 1910-19, 

combined. (Table 32) 112 

Chart H. Length of service distribution of "active employees" (i.e., those 
on pay roll at end of year) and of employees who left during 
the year ("separating employees"), classified according to sex, 
191 7-18. (Table 36) 125 

Chart I. Per cent of "active employees" who had served one year or less, 
and over one year, respectively, in specified industry groups. 
(Table 43) . 144 

Chart J. Comparison of labor flux rates based on the total working force 
with rates based on the unstable part of the working force in 
specified industry groups, 19 1 7-18. (Table 44) . . . .148 



LABOR TURNOVER IN INDUSTRY 



LABOR TURNOVER IN 
INDUSTRY 

CHAPTER I. Introduction 

NATURE AND SIGNIFICANCE OF LABOR MOBILITY 

The difficulty of maintaining a stable work force in industrial 
establishments has directed attention to the problem of labor 
instability, — a phenomenon observable in a particularly inten- 
sified form in times of prosperity, but foimd in only slightly less 
serious form even in periods of depression. Labor instability is 
regarded by all those who have given any serious consideration 
to the problem as one of the maladjustments of our industrial 
life, wasteful and destructive of the potential man-power of the 
nation and a serious obstacle to the complete utilization of the 
coimtry's productive forces. In tackling this problem it should 
be recognized at the outset that within certain limits establish- 
ment labor mobility is a normal and necessary thing. A certain 
amoimt of shifting from shop to shop and city to city is quite 
normal and even desirable; part of this necessary movement of 
labor is an entirely natural ebb and flow resulting from the normal 
expansion and contraction of industrial activity. Interest in the 
question of labor mobility is centered, therefore, not only upon 
its general extent but more specifically upon whatever part of it 
may be considered abnormal and unnecessary. When it is 
considered from this standpoint it is essential to know (i) the 
nature and extent of labor instability, (2) the various factors 
which are likely to increase or diminish its volume, and (3) 
whether any employment methods have been or can be devised 
which will make it possible to reduce labor instability to such an 
extent that maximum production may be attained at minimum 
cost and to the mutual advantage of employer and employee. 



2 LABOR TURNOVER IN INDUSTRY 

In order to give really adequate consideration to the various 
problems involved in labor instability as it affects different in- 
dustries in the United States, and more particularly to devise 
methods for its reduction, it will be necessary to have more 
detailed and extensive data than hitherto have been available. 
Fortunately, during the last decade a nimiber of progressive 
firms have given rather close study to the whole problem of 
labor instability. These concerns have made extensive experi- 
ments in labor management with a view to stabilizing the work 
force and have achieved a measure of success. It is these firms, 
especially, that have accumulated records sufficiently extensive 
to show both the magnitude and the intricacies of the problem. 
These records, moreover, will permit of a test of the effective- 
ness of certain labor policies and methods of employment. It is 
upon data from such establishments that this study is very 
largely based. 

Labor instability is generally the consequence of (i) seasonal, 
eychcal, and other fluctuations in industrial activity which result 
in varying amounts of employment available to the job seeker; 
(2) individual or collective dissatisfaction with the conditions of 
employment; and (3) the dissatisfaction of employers with the 
services of some employees. In its relation to employer and em- 
ployee this problem of labor instability becomes a more or less 
personal one and presents itself essentially in two aspects, depend- 
ing upon whether it is the employee or employer who is concerned, 
(i) To the individual workman job changing may mean either 
gain or loss. In prosperous times, when there are more numerous 
and attractive job opportunities, the change of jobs may repre- 
sent an actual gain to the worker. Even if there is nothing 
gained, it could scarcely involve a loss, because in a rising labor 
market jobs are likely to be actually awaiting the separating 
employee, and even at the worst, the period of unemployment 
between jobs is likely to be relatively short. In periods of depres- 
sion the establishment labor mobility problem is, for the indi- 
vidual employee, a problem of unemployment and irregular 



INTRODUCTION 3 

employment, the employee becoming the unwilling sufiferer from 
the instability and less commonly the wilUng cause of it. (2) 
The individual employer, however, is chiefly interested in the 
maintenance of a stable working force and regards excessively 
numerous terminations of employment and, especially, voluntary 
and more or less avoidable separations as a serious obstacle to 
efl&cient and continuous operation. He is also very much con- 
cerned with the enormous expense to which he is put because of 
the excessive labor replacement (or, to use a phrase which has 
gained currency in industrial circles, — the labor turnover) re- 
quired for the maintenance of his normal work force. 

In the following pages the problem of labor instability is con- 
sidered primarily from the standpoint of the individual establish- 
ment. This is done, not because labor mobility from the indi- 
vidual workman's standpoint is less deserving of consideration, 
but solely because, as has been explained, the data necessary to 
the study of this subject were readily available only from the 
records of those establishments which have made serious attempts 
to cope with the problem of instability. Looked at from the 
standpoint of the individual employer it becomes a matter of the 
first importance to consider the question: How are we to know 
when an establishment's labor instability becomes excessive? 
In other words, how are we to know where to draw the line be- 
tween abnormal and avoidable labor changes and those changes 
which are due to purely external causes inherent in the industrial 
situation, — causes over which the employer cannot exercise 
any effective control? Labor instability may be regarded as 
excessive and as pointing to maladjustment or mismanagement 
when its volume is in any considerable excess over its volume in 
the more progressive concerns which have considerably reduced 
it, and more especially when its volume is in excess of that com- 
mon to its particular industry in the same locality at any given 
time. Conversely, those firms which have a considerably higher 
stability record than commonly prevails in the industry are 
generally those which have successfully worked out certain 



4 LABOR TURNOVER IN INDUSTRY 

definite labor and employment policies, as is indicated by figures 
presented in a later chapter. 

As already intimated, a degree of instability which is common 
and perhaps quite normal and necessary for one industry would 
be excessive for another. However, if two establishments in the 
same locality, of about equal size, employing about the same type 
of worker and engaged in turning out the same product, differ 
widely in the extent of their labor instability during identical 
periods of time, this difference usually indicates that the concern 
whose labor turnover is normal or more nearly normal is either 
pursuing a more advanced labor policy or that labor conditions 
(wages, hoiurs, living conditions, etc.) are better than at the other 
establishment, or even that the more imstable plant is less 
favorably situated in respect to both of these particulars. Exces- 
sive labor instability, in other words, is very likely to be the 
result of labor mismanagement, low wages, insanitary working 
conditions, inferior or inadequate housing and transportation 
facilities, etc, or, what amounts to the same thing, it is the result 
of the heavy loss of employees to competitors whose labor policies 
are more enlightened, who pay higher wages, and who provide 
more attractive working conditions. The frequency of the labor 
changes, then, is a valuable index to the extent of labor unrest in 
an industrial establishment and a valuable measure of the effec- 
tiveness of the establishment's labor and employment policy. 

SCOPE AND LIMITATIONS OF THE BASIC DATA 

The statistical matter presented in the following pages is based 
primarily upon information secured by the authors and other 
representatives of the United States Bureau of Labor Statistics 
in the course of two extensive field investigations of the subject. 
The first of these was a pre-war inquiry made in 191 5 and 1916 
and reporting in a general way the extent of the turnover during 
the five-year period 1910-1915, and in more detail for the years 
1913 and 1914 both the extent of it and the efforts made to re- 
duce it. The second was a war-time investigation made in 191 8, 



INTRODUCTION 5 

and resulting in an intensive report on the labor mobility situa- 
tion for the year ending May 31, 1918. By the use of material 
secured by correspondence some of the data from these field in- 
vestigations have been brought down to the end of 1919. Re- 
turns from the two inquiries cover upwards of 260 estabhshments 
employing over 500,000 workers in seventeen of the most impor- 
tant industrial States.^ 

It is not claimed that the figures presented are necessarily 
and in all cases representative of American industry as a whole. 
It is realized that because of the relatively small number of 
establishments used in this study the various mobility rates 
shown must be regarded as being merely indicative of the general 

^ The following special articles, dealing with the labor turnover situation in 
different cities and in particular plants and industry groups as revealed in these 
investigations, have been published by the Bureau of Labor Statistics in the 

Mo7ithly Labor Review: 

Brissetiden, P. F. "Labor turnover in the San Francisco Bay region" (February, 
1919). 

"Labor policies and labor turnover in the California oil-refining 

industry" (April, 19 19). 

"Labor turnover among employees of a California copper min- 

ing and smelting company" (May, 19 19). 

"Emplo5niient policy and labor stability in a Pacific Coast de- 

partment store" (November, 1919). 

"Employment policies and labor mobility in a Cahfornia sugar 

refinery" (December, 1919). 

and Frankel, Emil. " The mobility of labor in American indus- 

tries" (June, 1920), An official summary of the results of the 
Bureau's labor turnover investigations. 
Emmet J Boris, "Labor survey of the Cleveland cloak industry" (August, 1918). 
On labor turnover and length of service, pp. 225-228. 

^ "Labor turnover and employment policies of a large motor- 

vehicle manufacturing establishment" (October, 19 18). 

' "Labor turnover in Cleveland and Detroit" (January, 191^!). 

Frankelj Emil. "Freight handlers on passenger-freight steamers on the Great 

Lakes" (April, 19 18). 

"Labor turnover of seamen on the Great Lakes" (June, 19 18). 

"Labor turnover in Cincinnati" (March, 19 19). 

'v "L:ibor turnover in Chicago" (September, 1919). 

Kirk J William F. "Labor turnover in Milwaukee" (April, 1919). 



6 LABOR TURNOVER IN INDUSTRY 

turnover situation at any given time. But whatever may be the 
limitations of the figures for the measurement of the amount of 
labor mobility at any particular time, it is believed that they 
may be used with entire confidence in gauging the trend in 
mobility from season to season and from year to year. 



CHAPTER II 

The Definition and Measurement of Labor Mobility ^ 

Any adequate comparison of establishment experience in 
dealing with labor instability as well as any clear presentation 
of the relative extent of that instability in different plants make 
a uniform use of terms and a uniform standard of measurement 
absolutely necessary. The complex problem of labor instability 
cannot adequately be discussed or clearly presented by use of 
a phrase of such necessarily narrow and specialized connotation 
as ^^ labor turnover," which has, hitherto, been loosely used in 
reference to establishment labor instability generally. The use 
of the word "turnover" in any exact sense necessitates the 
assignment to that word of a precise and definite meaning. This 
has, so far, never been done. Indeed, the different ways in which 
the phrase "labor turnover" is interpreted and applied are 
distressingly numerous. The phrase should obviously be identi- 
fied with whichever one of the current interpretations appears 
to have the greatest practical utility. On these grounds it would 
seem that the term "labor turnover" ought to be used in one 
sense, and one only, and that strictly in reference to the extent 
of shift and replacement necessary for the maintenance of the 
work force. This aspect of the matter is the one with which 
employers of labor are most intimately concerned. For use in 
reference to the larger aspect of the flow of labor into and out of 
industrial establishments, of which labor turnover or labor re- 
placement is only one phase, a more inclusive term needs to be 
used. It seems that the phrase "2^^^ mobility" best serves 
this more general purpose and it is accordingly so used in these 

^ Parts of this chapter originally appeared in somewhat different form in an 
article on "The Measureraeiit of Latbor Mobility," 2& Journ* Folii, Econ. 441- 
I • 476 (June, 1920). 



8 LABOR TURNOVER IN INDUSTRY 

pages. This book is given the title " Labor Turnover " because 
it deals chiefly with the shifting and replacement involved in 
force maintainance, and because, on the whole, that expression 
seems less unsatisfactory than ''labor replacement." ^ 

ACCESSIONS, SEPARATIONS AND REPLACEMENTS 

To make it easier to understand the method of measuring 
labor change in this study, it may be well to clear the ground 
by briefly referring to three aspects of labor mobility with which 
the phrase ''labor turnover" has been hitherto closely identified. 
These are: (i) the number of employees hired (accessions), (2) 
the number leaving (separations), and (3) the number of replace- 
ments^ required to keep up the work force. The United States 
Bureau of Labor Statistics originally used the replacements as 
*' turnover."^ Later on it identified separations with "turnover" 
and followed that method for a time.'* Among private organiza- 
tions each of the three concepts has its advocates. It is evident 
that neither accessions, separations, nor replacements when used 
alone completely interprets the whole labor mobility situation, 
nor can they when used alone adequately take into account the 
constantly varying factors inherent in the industrial situation. 

1 Other expressions roughly synonymous with " labor mobility " are " labor 
change '* and " labor shifting.'* (See p. 12.) 

*That is to say, the number of separating employees who have to be (and 
actually are) replaced. 

^Street-railway employment in the United States^ Bureau of Labor Statistics 
Btdletin 204, pp. 193-203. 

* See articles on labor turnover in the Monthly Labor Review for October, 191 8, 
and January, February, and March, 1919. The separations method is the one 
which has been used most commonly. It has been authoritatively expressed in 
the formula adopted by the National Association of Emplojonent Managers, which 
later changed its name to the Industrial Relations Association of America, and 
which has now become the National Personnel Association. (Standard definition 
of labor turnover and method of computing percentage "labor turnover '^ formu- 
lated by a special committee at the Rochester Conference of Employment Man- 
agers, Rochester, N. Y., May, 1918. This "standard definition" is given in 
full in the Monthly Labor Review of the U. S. Bureau of Labor Statistics for 
June, 1918, pp. 172-173O 



DEFINITION AND MEASUREMENT 9 

THE BASE IN ^'TURNOVER" COMPUTATION 

In regard to the base upon which the amount of labor insta- 
bility is to be computed the situation also leaves much to be 
desired. The niunber-on-pay-roll basis which has been most 
commonly used is patently defective because of the varying 
nimibers of *^dead'' employees included, that is, employees, 
absent at first, who eventually separate from service but who are 
likely to be carried on the pay roll for varying periods of time 
after they have ceased to be active employees. The Bureau of 
Labor Statistics, in its first investigation, took the average of the 
weekly, fortnightly, or monthly niunbers on the pay roll as repre- 
senting the standard working force. This is a padded '^stand- 
ard," as will soon be made evident. The Rochester Conference 
proposed that the average number actually working from day to 
day be considered the *' standard'' working force. This, it is 
believed, comes nearer to a genuine standard base than any other 
proposal theretofore advanced. The trouble with both these 
methods is that they are not standards at all in any proper sense 
of the word. They may, indeed, constitute a fairly accurate 
base for determining the rate of labor flow in any particular 
establishment, but they do not constitute a common base for 
different establishments. 

The Pay Roll as Base. — The statistical evidence available 
indicates quite conclusively that the average pay-roll nvimber is 
an inflated and inconstant standard, and therefore a very in- 
accurate base for use in measuring labor mobility. Some appre- 
ciation of the amount of this inflation, due to dead and broken- 
time names on the pay roll, may be had from an examination of 
the records of a few estabhshments which kept their records in 
such a way that it was possible to compare the actual amount 
of employment as measured by the labor hours worked with the 
apparent amount of employment shown by pay-roll figures — 
which latter figures, of course, show the aggregate number who 
had been in service for any length of time during the pay period, 



lO 



LABOR TURNOVER IN INDUSTRY 



In Table i there are shown for five establishments the number of 
equivalent full-time workers for a given period of time and the 
average niunber of employees on the pay roll for the same period. 



TABLE 1 

Difference between Pay-roll Numbers and Number of Equivalent 
Full-time Workers 



Character of Estab- 
lishment 


Aggregate 

Number of 

One-man 

Days Worked 


Number of 
Full-time 
Workers 


Average Num- 
ber of Em- 
ployees ON 
Pay Roll 


Per Cent Ex- 
cess OF Pay- 
roll Number 
OVER Equiva- 
lent Number 
OF Full-time 
Workers 


Copper mine ^ . . . 
Smelter 1^ .... 
Electro-zinc plant ^ 
Machine Tool Mfg. 2 .. 
Metal Products Mfg. » . 


82,016 
130,467 

45,949 
3 

3 


247 

391 

138 

3,855^ 

1,047^ 


298 
506 

I8S 
4,046 

1,151 


21 
29 
34 
5 
10 



Obviously, the margin of excess of the pay-roll number over 
the number of equivalent full-time workers indicates the extent 
to which the pay-roll records are ^4oaded" with names of em- 
ployees who may have worked only a day or two of the pay 
period and who, therefore, do not represent employment — but 
merely a more or less padded pay roll. The use of the pay-roll 
number, even though it exaggerates the amount of employment 
(which is the true basis of computation), might still do fairly well 
as a base in computing mobility if only the margin of inflation 
were fairly uniform. Unfortunately it is not at all uniform. 
There are at once apparent wide variations between diflferent 
plants, the least exaggeration of pay roll appearing in the machine 
tool manufacturing plant where the excess is only 5 per cent and 
the greatest in the electro-zinc plant where the excess is 34 per 
cent. The fluctuations in this margin of inflation are even wider 
between different pay-roll periods in the same establishments. 



1 Year ending May 31, 191 8. 

2 Year ending June 30, 191 5. 
' No report 



* Average daily work force. 

* Calendar year 19 15. 



DEFiNiTION AND MEASUREMENT ii 

Thus, in the smelting plant shown in the above table th^ margin 
of pay-roll inflation ranges from 7 per cent in February to 52 per 
cent in April. These figures indicate that the true active working 
complement is unquestionably considerably smaller than the 
apparent complement indicated on the face of the pay-roll 
records. This margin is due to the counting of the names of those 
employees who served only a part of the pay period but whose 
names, nevertheless, were not dropped from the pay roll until 
after the end of the pay period. It is obvious that the pay-roll 
figures must be discounted for this ^'broken- time'' margin. The 
necessity for making such a discount of the pay-roll figures forces 
the conclusion that the true base in labor mobility rate calcula- 
tion must be expressed in some standard imit, say, 3000 hours 
— time roughly equivalent to the time put in by one employee 
working one year. 

Average Daily Work Force, — A base subsequently recom- 
mended and one which more clearly approaches a true standard is 
the average daily work force, based upon attendance records. But 
it was found that even thense of the average daily working force 
a^' i base was hardly adequate for comparative purposes because 
the widely varying length of the work-day in diflferent establish- 
ments, industries, and cities makes such figures inadequate. The 
average daily attendance plan was proposed very largely because 
it approximates more closely the average number of full-year 
workers. Since the amoimt of "turnover" is measured by the 
ratio between the number of replacements made and the average 
number of workers who are continuously employed throughout 
the period, it is evident that the requisite standard is to be arrived 
at by somehow pruning down the pay-roll figures to the equivalent 
nimiber of full-year workers, as defined above. 

Labor Hours, — It is suggested that this pruning can be done 
very effectively and in a way most conducive to standard- 
ization by using as an ultimate base the actual nimiber of hours 
(or, failing a record of labor hours, the number of days) put in 
during the period considered. 



12 LABOR TURNOVER IN INDUSTRY 

LABOR CHANGE RATES 

Just as ^ turnover" is a misleading term for use in general 
reference to the phenomenon of labor instability, so the term 
*^ percentage" is equally confusing for use in measuring the extent 
of this phenomenon. We know exactly the extent of the replace- 
ment necessary to maintain the normal work force when we know, 
let us say, that replacements took place in any given concern 
at the rate of 2 for each full-year worker in the normal work 
force. In other words, the phrase '^rate of replacement" accu- 
rately designates what "percentage of turnover" has been loosely 
used to express.^ 

Other items in the labor flow, and, indeed, its whole volimie or 
flux, may be "rated" in a similar fashion. The rate at which 
employees leave may be called the separation rate, and the rate 
at which they are hired, the accession rate. Whichever of these 
two rates is the lower may, for all practical purposes, be used as 
the replacement rate. When the accession rate exceeds the 
separation rate, the difference between the two measures the 
labor increase rate. When the separation rate exceeds the 
accession rate, their difference measures the labor decrease rate. 
If the separation and accession rates are equal, either one may, 
of course, be used as the replacement rate and there is naturally 
neither increase or decrease, the concern in question being neither 
expanding nor curtailing operations. The rates of increase and 
decrease may be considered as marginal rates in relation to the 
replacement rates, the increase rate measuring the amount, if any, 
of inflow over and above replacement inflow and the decrease 
rate measuring the amount, if any, of outflow over and above the 
outflow which has to be (and sooner or later is) replaced. The 

^The phrase *' percentage of turnover" has also been used to express "the 
ratio of the total number of separations ... to the average number of employees 
on the force report.'* — Standard definition of labor turnover and method of 
computing the percentage of labor turnover y National Conference of Employment 
Managers, Rochester, New York, May 9 to 11, 1918, 6 Monthly Labor Review^ 
1534--1535 (June, 1918). 



DEFINITION AND MEASUREMENT 13 

accession rate plus the separation rate gives the total rate of labor 
change — a single rate of labor flux on the basis of which the 
mobility of labor in one occupation, shop, industry, or locality 
may be compared with its mobility in any other occupation, 
shop, industry, or locality. These different types of labor 
mobility or labor change rates may be classified as follows: 

I. Accession rate (or hiring rate) 

{quitting rate (leaving voluntarily) 
discharge rate (^* firing" rate) 
lay-off rate 

3. Replacement rate (separations minus excess of separations over ac- 
cessions). This is the " turn-over " rate. 

4. Labor increase rate (accession rate minus separation rate) 

5. Labor decrease rate (separation rate minus accession rate) 

6. Flux rate (accession rate plus separation rate) ^ 

If there is no excess of separations over accessions, that is to 
say, if the separations exactly equal, or are exceeded by, the 
accessions, the number of separations, as it stands, represents 
the number of replacements. It is evident, then, that whichever 
mmiber — accession or separation — is the smaller must repre- 
sent the number of replacements. It should be very carefully 
observed, however, that serious error may result when the 
attempt is made in this fashion directly to deduce the number of 
replacements from the accession and separation figures when 
these figures represent the aggregate of several establishments 
or even, in some cases, of several groups (departmental, occupa- 
tional, etc.) within a single establishment. Thus, for example, 
in Table 7 it is evident that the 86,179 separations which took 
place in the 16 plants in 1910, although, as compared with the 
90,408 accessions, they would come much nearer to the number 

*The use of the expressions "labor flux," "labor increase," and "labor de- 
crease" has been suggested to the writers by Lucian W. Chaney, of the United 
States Bureau of Labor Statistics. Mr. Chaney has also suggested the term "in- 
dustrial rates" for use in general reference to labor mobility rates, accident rates, 
etc. The authors wish to take this opportunity to express their indebtedness to 
Mr. Chaney in the whole subject-matter of this chapter. 



I 



14 LABOR TURNOVER IN INDUSTRY 

of replacements, are in all probability considerably above it, 
since it is likely that in some of the 16 establishments the separa- 
tions exceeded the accessions — in other words, contained non- 
replacement changes. The only method of obtaining absolute 
accuracy in regard to replacements is to segregate in a separate 
column the replacement numbers (whichever is smaller, accessions 
or separations) for each labor group (whether occupation, depart- 
ment, sex, plant, or locality) for which figures are shown, add the 
replacement numbers for each group, and figure the replacement 
rate independently on the basis of the total thus obtained. It is 
evident, of course, that in such a case as that of Table 3, where 
the work force of a single plant is taken as a unit, the replacement 
rates may be directly deduced as indicated in the formula. I 

The marginal flow, mentioned above, made up of excess Wrings 
or excess separations, as the case may be, is not without impor- 
tance. It is not labor replacement, however. Its importance, 
so far as force maintenance is concerned, is quite secondary. As 
a contributing or causal factor in unemployment in general, it 
is of vital importance both to the employing firm and to the 
commimity. Consider, for the moment, not merely the labor 
replacement involved in the establishment's force maintenance, 
but its labor mobility situation as a whole. As already noted, 
this total stability situation is best represented by the sum of 
the accession and separation rates. This includes not only the 
accessions and separations which are replaced (and which form 
the basis of the replacement rate), but also any possible marginal 
flow (of excess recruits or " quitters '**) expressed in the form of 
labor increase or decrease rates, as the case may be. This total 
establishment flow, as already intimated, is perhaps the best 
single index to the general labor stability situation in any estab- 
lishment and to its standing as compared with other establish- 
ments. This total flux figure is quite readily ascertainable and 
it can easily be computed. 

^ The word "quitters" is used in these pages in the sense of "terminating" and 
refers to all employees leaving service, for whatever reason. 



DEFINITION AND MEASUREMENT 15 

From the standpoint of the employee, labor mobility means 
irregular employment and unemployment. In the present work 
we are not primarily concerned with unemployment as a com- 
munity problem or as a personal employee problem; we are 
concerned with it simply as an establishment problem. The 
primary purpose of this analysis is to gauge the labor flow into 
and out of the factory, including that part of the labor flow 
which (necessarily or unnecessarily) is involved in the mainte- 
nance of the normal work force — the phase of labor mobility 
here referred to as ^4abor replacement," ^'or labor turnover.'' 
These terms express the employers' professional interest in un- 
employment as a phenomenon of the labor flow — into and out 
of his establishment. Quite naturally, he is more concerned 
about the number of men it is necessary to hire to keep the es- 
tablishment going than he is about the nmnber of days imem- 
ployed individuals may be out of work each year. 

SUGGESTED CHANGES IN COMPUTATION PRACTICE 

It is here proposed to make certain definite changes in com- 
putation practice in regard to all the factors entering into the 
measurement of the labor flow: 

1. As to the relatively more variable factor — the ebb and 
flow of industrial labor — it is suggested that it be measured by 
(a) making use of accessions as well as separations, (&) from the 
relation between these two more or less accurately gauging the 
replacements, and {c) adding accessions to separations, thus 
showing the labor flux. 

2. As to the relatively constant factor, or base — the normal 

or standard working force — it is proposed to use, instead of the 

average number on the pay roll, the number of 3000-hour (or 

300-ten-hour-day) workers to which the total hours (or days) put 

in during the period are calculated to be equivalent.^ This 

^ The 3000-hour basic year is a more or less arbitrary standard amount of em- 
ployment, taken as being roughly equivalent to the amount of labor time normally 
put in by the average fully employed industrial employee. It is not meant to dis- 
count the very real advantages of the eight-hour day. 



i6 



LABOR TURNOVER IN INDUSTRY 



TABLE 2 

Trend of Labor Flux, Accession, Classified Separation, and Replacement 
Rates in a Metal-products Manufacturing Plant (Establishment 
No. 42-182),! BY Months, FROM 1912 to 1919 







Moving Annual Rates ] 


PER FULL- 


year Worker 




Average 
















Number 


Labor 




Classified Separations 


Year Ended with 


OF Full- 
year 


Flux 


Total 
Acces- 










(Separa- 




Left 








Workers 


tions 
plus Ac- 
cessions) 


sions 2 


Total 2 


Volun- 
tarily 


Laid 
Off 


Dis- 
charged 


December 31, 19 1 2 . 


1,088 


4.10 


2.20 


1.90* 


1.23 


•43 


.25 


January 31, 1913 . 


1,114 


4.21 


2.28 


1.93* 


1.28 


.40 


.26 


February 28 . 




1,138 


4.18 


2.22 


1.97* 


I-3I 


.41 


.25 


March 30 






1,158 


4-05 


2.14 


^•91* 


1.24 


.42 


.25 


April 30 . . 






1,174 


3-96 


2.08 


1.88* 


1.21 


.41 


.25 


May 31 . . 






1,185 


3.96 


2.09 


1.88* 


1. 21 


.42 


.24 


June 30 . . 






1,214 


3.98 


2.18 


1.80* 


1.28 


.27 


.24 


July 31 • • 






1,241 


4.03 


2.05 


1-97* 


1.29 


.44 


.24 


August 31 . 






1,245 


4.02 


2.04 


1.98* 


1.27 


.46 


.24 


September 30 






1,248 


3-98 


2.02 


1.96* 


1.26 


.46 


.24 


October 31 . . 






1,258 


4.03 


2.04 


1.99* 


1.24 


.49 


.26 


November 30 






1,264 


3.91 


1.96 


1.95* 


1. 21 


.48 


.26 


December $t 






1,262 


3.68 


1.81* 


1.87 


1. 14 


.47 


.25 


January 31, 1914 




1,259 


3.51 


1.73* 


1.78 


1.07 


.47 


.24 


February 28. 




1,262 


3-43 


1.70* 


1.73 


I.OI 


.47 


.24 


March 30 






1,267 


3.38 


1. 71 


1.67* 


.96 


.47 


.24 


April 30 . . 






1,276 


3.18 


1.60 


'K 


.86 


.49 


.22 


May 31 . . 






1,277 


3.02 


1.53 


1.50* 


.75 


.53 


.22 


June 30 . . 






1,293 


2.86 


I-5I 


1.36* 


.64 


.50 


22 


July 31 . . 






1,299 


2.96 


1.49 


1.48* 


.61 


.64 


.22 


August 31 . 






1,293 


2.89 


1.39* 


1.50 


•SI 


.77 


.21 


September 30 






1,279 


2.81 


1.33* 


1.49 


.49 


.80 


.20 


October 31 . 






1,260 


2.68 


1.26* 


143 


.46 


.79 


.18 


November 30 






1,252 


2.70 


1.26* 


1.44 


.45 


.80 


.18 


December 31 






1,234 


2.58 


1.16* 


1.42 


.44 


.81 


.16 


January 31, 1915 




1,217 


2.55 


1.17* 


1.39 


.42 


.81 


.16 


February 28. . 




1,197 


2.50 


1.12* 


1.38 


.41 


.81 


.15 


March 30 






1,176 


2.40 


1.07* 


1.33 


•39 


.81 


.12 


April 30 . . 






1,152 


2.31 


I.OI* 


1.30 


.39 


.79 


.12 


May 31 . . 






1,136 


2.12 


.87* 


1.24 


.39 


.75 


.11 


June 30 . . 






1,088 


1-93 


.68* 


1.24 


.36 


.79 


.09 


July 31 . . 






1,053 


1.70 


.71* 


.99 


.38 


.53 


•07 


August 31 . 






1,049 


1.60 


.73* 


.87 


.42 


.38 


.07 


September 30 






1,050 


1.63 


.76* 


.87 


.44 


.36 


.07 


October 31 . 






1,050 


1.62 


.76* 


.86 


.46 


.34 


.07 


November 30 






1,047 


1.59 


.73* 


.86 


.50 


.32 


.05 


December 31 






1,047 


1.91 


1. 00 


.91* 


.54 


•31 


.05 



^ Establishments numbered below loo are those reported in the pre-war inquiry; those numbered 
above loo were covered in the later investigation. Concerns carrying a double number, therefore, 
appeared in both investigations. 

2 The replacement rates are marked with an asterisk. 



DEFINITION AND MEASUREMENT 

TABLE 2 — Continued 



17 



Year Ended with 



January 31, 1916 
February 29 
March 30 
April 30 . 
May 31 . 
June 30 . 
July 31 . 
August 31 . 
September 30 
October 31 . 
November 30 
December 31 

January 31, 191 7 
February 28 
March 30 
April 30 . 
May 31 . 
June 30 . 
July 31 . 
August 31 
September 30 
October 31 . 
November 30 
December 31 

January 31, 1918 
February 28 
March 30 
April 30 . 
May 31 . 
June 30 . 
July 31 . 
August 31 . 
September 30 
October 31 . 
November 30 
December 31 



January 31, 19 19 
February 28 . 
March 30 
April 30 . . . 



Average 
Number 
OF Full- 
tear 
Workers 



1,062 
1,091 
1,111 
1,128 
1,152 
1,188 
1,225 
1,249 
1,281 
1,314 
1,355 
1,392 

1,406 
1,413 
1,433 
1,456 
1,463 
1,466 
1,489 
1,515 
1,536 
1,563 
1,588 
1,606 

1,625 
1,634 
1,637 
1,636 

1,651 
1,641 

1,645 
1,652 
1,654 
1,642 

1,591 
1,560 

1,547 
1,530 
1,512 
1,475 



Moving Annual Rates per Full-year Worker 



Labor 
Flux 

(Separa- 
tions 
PLUS Ac- 
cessions) 



2.45 
2.93 
3-36 
3.97 
4.64 
5.02 
5.22 
5.59 
5.90 
6.28 
6.67 
6.63 

6.40 
^'33 
6.35 
6.27 
6.21 
6.20 

6.47 
6.78 

7.03 
7.05 
6.93 
6.83 

6.73 
6.64 

6.57 
6.48 
6.23 
6.07 
6.04 
5.76 
5.70 
6.08 
6.42 
6.59 

6.77 
6.75 
6.55 
6.39 



Total 
Acces- 
sions 1 



I-3I 
1.60 
1.78 
2.08 

2.43 
2.70 

2.75 
2.95 
3-09 
3.32 
3.60 
3.45 

3.25 
3.20 

3.25 
3.21 

3.15 
3.15 
3.36 
3.55 
3-69 
3.68 

3.57 
349 

3-45 
3.36 
3-30 
3-29 
3.13 
3.02* 

309 

2.90 

2.86 

2.81* 

3.08* 

3.26* 

3.40 
3.34* 
3.21* 
3.01* 



Classified Separations 



Total » 



1. 14* 
1.32* 

1.58* 
1.89* 
2.21* 
2.32* 
2.47* 
2.65* 
2.81* 

2.97* 
3.08* 
3.18* 

3.15* 
3.12* 
3.10* 
3.06* 
3.06* 
3.05* 
3.II* 
3.23* 
3.35* 
3.37* 
3.36* 
3.33* 

3.28* 
3.28* 
3.27* 
3.19* 
3.10* 

3.05 
2.95* 

2.86* 

2.84* 

3.28 

3.34 

3.33 

3.37* 
3.41 
3.34 
3.38 



Left 
Volun- 
tarily 



.76 
.92 
1. 17 
1.49 
1.80 
2.00 
2.17 

2.35 
2.52 
2.67 
2.77 
2.88 

2.86 
2.85 
2.83 

2.79 
2.78 
2.79 
2.90 
3.02 
313 
3-14 
3-^3 
3.08 

3.02 
3-03 
3 -04 
2.95 
2.87 
2.83 

2.73 
2.62 
2.60 
2.65 
2.67 
2.67 

2.70 
2.67 
2.56 
2.47 



Laid 


Dis- 


Off 


charged 


•32 


.07 


•31 


.09 


•30 


.11 


.29 


.11 


•29 


.12 


.18 


.14 


•13 


.16 


.12 


.18 


.10 


.19 


.10 


.20 


.09 


.21 


.09 


.21 



.08 
.08 
.07 
.07 
.08 
.06 
.03 
•03 
.03 
.04 
.04 
.06 

.06 
.06 
.06 

.07 
.07 
.07 
.06 
.07 
.07 
.46 
.51 
.49 

.49 
.54 
.56 
.67 



.20 
.20 
.20 
.20 
.20 
.20 

.19 
.18 
.19 
.19 

.20 
.20 

.20 

.18 
.17 
.17 
.17 
.16 
.16 
.17 
.17 
.17 
.16 

.17 
.19 

.20 

.22 
.25 



» The replacement rates are marked with an asterisk. 



i8 LABOR TURNOVER IN INDUSTRY 

number may be derived from the labor-time records or, failing 
such records, the daily attendance records or wages and salary- 
account records, as explained in another section of this chapter. 
This standard base will be called for convenience ^^the equivalent 
full-year worker" or, more briefly, ^Hhe full-year worker." 

3. It is then proposed, in place of the rate of gross separation 
per 100 in attendance or the rate of gross accession per 100 on 
the pay roll (both so-called 'turnover percentages"), to use as 
a double index of the shifting involved in labor maintenance and 
of the extent, as well, of labor increase and labor curtailment, 
the rates of accession and separation per equivalent full-year 
worker, and as an index to the general stabiUty situation the total 
labor flux rate per full-year worker, the ^^ full-year worker" 
being a standard unit, the number of which is obtained by divid- 
ing the total number of hours (or days) worked during the period 
considered by the 3000 hours (or 300 days) of a standard working 
year. The rate is arrived at by dividing the number of labor 
changes (of whatever kind) by the number of "full-year workers." 
As will be explained in another part of this chapter, not only 
these accession and separation rates, but the labor replacement, 
labor increase, labor decrease, and total labor flux rates each can 
be computed separately and their general trend and relations to 
each other readily charted in graphic form. 



The whole significance of the use of replacements rather than 
gross separations as an index of labor flux, as well as the relation 
between the accession, separation, and replacement rates, is best 
brought out by the use of data showing the average number of 
employees and the number hired and leaving by months over a 
fairly long period. This will give some notion as to the trend of 
accessions, separations, and replacements. Such illustrative 
data are contained in Table 2. 

The figures presented are from a metal products manufacturing 
establishment in the Middle West. They show for the twelve- 



a 



DEFINITION AND MEASUREMENT 



19 




20 LABOR TURNOVER IN INDUSTRY 

month periods indicated the rates of labor change (flux, accession, 
and classified separation) per full-year worker. They are, in 
other words, ^^ smoothed" rates derived (by the method of moving 
averages) from the actual rates for each month, which latter in 
turn are computed by dividing the actual number of labor changes 
of each particular kind that occurred during each month (the 
variable) by the number of full-year workers ^ employed during 
that month (the base). Thus, e.g., the figure 2.20 at the top of 
the accessions column is the accession rate for the twelve-month 
period ending December 31, 191 2, and the figure 2.28 is the rate 
for the twelve-month period ending January 31, 1913, etc. 
Replacement rates among total separations and accessions are 
indicated by asterisks. 

The moving annual labor change rates given in Table 2 for the 
overlapping twelve-month periods are, with the exception of 
the classified separation rates, shown graphically in Chart A.^ 

The two curves marked ^^ accessions " and ^' separations " tell 
the whole story. There are obviously two main movements. 
There was a distinct downward movement — a movement toward 
greater stability — during the greater part of the four-year 
period, 191 2-1 91 5. The following four years — the years of the 
World War — witnessed a movement, quite precipitate at first, 
toward greater mobility. The accession and separation rates 
follow a roughly parallel course during the seven-year period. 
The average number of employees underwent a slight increase. 
The flux rate curve shows a form roughly corresponding, of 
course, to the trend of accessions and separations. It was 4.10 
per full-year worker in 191 2, 1.91 in 1915, and 6.39 in 1919. 
The replacement curve (marking the trend of the starred figures 
in Table 2) is shown on the chart by a line drawn parallel to a line 

* That is to say, 3000-hour workers, as explained above. 

2 The chart was drawn by Mr. Leon Kirsch, formerly of the United States 
Bureau of Labor Statistics. Both the chart and Table 2 are reprinted by per- 
mission, from an article on "The Measurement of Labor Mobility," by P. F. 
Brissenden, 28 Journal of Political Economy^ 454-455, 457 (June, 1920). The 
classified separation rates are plotted on Chart E on page 83. 



¥ 



DEFINITION AND MEASUREMENT 21 

connecting the lower points in the lines showing accessions and 
separations. It is evident that at the beginning of the period- 
accessions were in excess, so that separations measured replace- 
ments, whereas at the end of the period the reverse relation held 
true and accessions consequently measured replacements. 

In 191 2 employees in this particular factory were being re- 
placed at the rate of 1.90, in 1915 at the rate of 0.91, and in 1919 
at the rate of 3.01 per full-year worker. Either the replacement 
curve or the flux curve would seem to serve quite well as single 
indices of the labor stability situation. The labor flux rate was 
cut down 54 per cent during the period from January i, 191 2, to 
December 31, 1915, but between the latter date and April 30, 
1919, it underwent an increase of 235 per cent. 

When the accessions are in excess of the separations, the factory 
is building up its force, and the extent to which they are in excess 
measures the amount of recruiting being done. When the separa- 
tions, on the other hand, exceed the accessions, the factory must 
be cutting down its operations and reducing its force, and the 
margin by which the separations are in excess measures the 
amount of labor decrease. In the chart the dark shaded areas 
show the extent of labor increase and the light shaded areas the 
extent of labor decrease. 

DEFINITION OF TERMS 

The precise definitions of the different factors which have been 
discussed in the preceding pages may now be formulated and 
the method of computation described : 

The Variables, — The whole phenomenon of the movement of 
labor into and out of industrial establishments is referred to 
here as ^4abor mobility.''^ Those hired are referred to as "ac- 
cessions.^' Those leaving service, under whatever circumstances, 

^The term "labor mobility" primarily connotes movement. From the em- 
ployer's standpoint, however, it will sometimes be convenient to refer to it as in- 
stability, or even to use the word "stability" — where that word seems to be 
appropriate. 



22? LABOR TURNOVM IN INDUSTRY 

are referred to as ^^separations." Those of the accessions which 
are made to fill the vacancies made by separations are replace- 
ment accessions, or "replacements." Whichever one of the two 
items, accessions or separations, is the smaller may conveniently 
be taken as measuring the number of replacements. The total 
number of labor changes, that is to say, the sum of the accessions 
and separations, is the "labor flux." The amount by which the 
accessions in an expanding business are in excess of the separa- 
tions is the amount of "labor increase." The amount by which 
the separations in a plant which is curtailing operations exceed 
the accessions is the amount of "labor decrease." Unless other- 
wise indicated in the context, the word "turnover," in this book, 
is used in reference to rate of replacement. ^ 

The Base or Standard of Measurement, — As to the base or nor- 
mal work force to which the number of labor changes, or the 
number of replacements, or accessions, etc., must be compared 
in order to show the frequency or rate of change, use is made of 
the aggregate number of hours actually worked by all employees 
for any period. This is a genuine standard base, inasmuch as it 
accurately represents the volume of employment, or the amount 
of industrial exposure. This base at once eliminates all inflation 
due to dead and broken-time names on the pay roll, thus put- 
ting establishments with varying amounts of employment on a 
par and making the strictest comparability possible.^ 

METHOD OF COMPUTATION 

The exact method of measuring labor mobility used in this 
study is as follows: The general extent of labor mobility is 
statistically determined by comparing the total movement of 

^ The relations between accessions, separations, replacements, and flux may be 
seen from the tabular presentation of them all in Table 3. See above, p. 8, 
note 4. 

2 In the earlier studies of labor turnover made by the Bureau of Labor Statis- 
tics the average daily work force was first used as a base but was later changed to 
the full-year of 3000-hour worker. Finally, the Bureau decided to use the unit 
labor hour or some decimal multiple thereof. (10 Mo. Lab. Rev. 1344.) 



DEFINITION AND MEASUREMENT 23 

labor in and out (accessions and separations) during any given 
period with the number of ^^fully-employed- worker'' labor- time 
imits of 3000 hours put in by the work force during that period. 
The number of labor changes, in other words, is compared with 
the nimiber of full-year workers. This flux or total labor change 
rate is believed to constitute the best single index to the general 
stability situation in any plant or group of plants and in sub- 
divisions within individual estabHshments. The flux rate is 
made up of the accession rate and the separation rate. The two 
latter rates should be shown separately in order to reveal the 
whole stabiUty situation. The separation rate should be sub- 
divided so as to show the relative responsibiUty for the labor 
outflow of discharges, lay-offs, and quits. The rate of replace- 
ment, which means the rate at which separating employees whose 
places must be filled are replaced by others, may be, for all 
practical purposes, defined as and identified with the rate of 
separation when that rate is lower than the accession rate and 
as the rate of accession when that rate is lower than the separa- 
tion rate.^ When the accession rate exceeds the separation rate, 
the difference between the two measures the labor increase rate. 
When the separation rate exceeds the accession rate, their differ- 
ence measures the labor decrease rate. If the separation and 
accession rates are equal, either one may, of course, be used as 
the replacement rate and there is naturally neither increase nor 
decrease, the concern in question being neither expanding nor 
contracting. The rates of increase and decrease may be con- 
sidered as marginal rates in relation to the replacement rates, 
the increase rate measuring the amount, if any, of inflow over 
and above replacement inflow and the decrease rate measuring 
the amount, if any, of outflow over and above the outflow which 
has to be (and sooner or later is) replaced. 

The different mobility or labor-change rates are given in these 
pages as rates per full-year (or 3000-hour) worker. For illustra- 
tion: The figures in Table 7 show that during the year ending 

*See above, p. 13. 



24 LABOR TURNOVER IN INDUSTRY 

May 31, 1918, the sum total of accessions and separations for 
the 176 establishments reported was 1,244,640. The nimiber of 
labor hours worked in these plants during this period was 
917, 703 ,000 . Consequently the 

Fto rate (per full-year worker) is — X3,ooo=4.8o 

^^ -^ ^ 917,703,000 ^' ^ 

6^1 17^ 

the Accession laXe X3,ooo = 2.o7 

917,703,000 '^^ ' 

t r. . 613,467 

the Separahon rate X 3,000 = 2.01 

^ 917,703,000 

The rates for any departmental, occupational, or other sub- 
division of the work force can be figured in exactly the same way. 
Thus, for example, to get the accession rate divide the number 
hired for the particular department or occupation during the 
period covered by the number of labor hours worked in that 
department or occupation group during the period and multiply 
by 3000. It at once will be evident that the same results can be 
obtained in more direct fashion by simply dividing the number 
of labor changes by the number of full-year workers. 

The meaning of all of these different phases of labor mobility 
and their relation to each other are brought out in a somewhat 
clearer fashion in Table 3 (presented here merely to throw light 
on method and terminology), which shows for the years 191 7 and 
1918 the rate per full-year worker of flux, accession, separation, 
replacement, labor increase and decrease, in an automobile 
manufacturing plant. 

It is evident from these figures that in 191 7 to maintain a 
labor force of 35,401 workers, who put in 106,203,000 labor 
hours, there were 14,827 separations. Of these 6863 represented 
curtailment — labor decrease. They were either lay-offs, dis- 
charges or quits taken advantage of to reduce the force, and 
not replaced. To make good the remaining 7964 separations, 
7964 new workers were hired. There were, then, in that year 
22,791 labor changes involved in the maintenance and curtail- 
;tnent of a work force of 35,401 persons. In 1913 the plant under- 



4 



DEFINITION AND MEASUREMENT 



25 



went expansion, its labor increase rate being .07 per full-year 
worker. There were 24,349 separations, all of which had to be 
replaced. In addition, plant extension required a labor increase 
of 2223, making a total of 26,572 accessions. There were alto- 
gether in 1918 no less than 50,921 labor changes required to main- 
tain and enlarge a work force of 31,911 and to get 95,733,000 
hours of work done. In other words, in 191 7 the accession rate 
was .23 and in 1918 it was .83 per full-year worker; the separa- 
tion rate was .42 and. 76 in 191 7 and 1918, respectively; the 

TABLE 3 

Labor Mobility in an Automobile Manufacturing Plant (No. 48-194), 
Showing Flux, Accession, Separation, Replacement, and Labor Increase 
and Decrease Rates for 1917 and 1918 ^ 



Year 


Average 
Daily 
Absen- 
tees 


Number 
OF Full- 
year 
Workers 


Acces- 
sions 

PLUS 

Separa- 
tions 
(Flux) 


Acces- 
sions 


Separa- 
tions 


Replace- 
ments 


Labor 

In- 
crease 


Labor 

De- 

crease 




Number 


1917 . . . 

1918 . . . 


1,699 
1,340* 


35,401 
31,911 


22,791 
50,921 


7,964 
26,5.72 


14,827 
24,349 


7,964 
24,3-49 


2,223 


6,863 




Rate per Full-tear (3000-HouR) Worker 


1917 . . . 

1918 . . . 


0.05 
0.04* 


— 


0.64" 
1.60 


0.23 
0.83 


0.42 
0.76 


0.23 
0.76 


0.07 


0.19 



replacement rate .23 and .76, and the flux rate .64 and 1.60. In 
191 7 the establishment underwent curtailment at a rate of .19 
(and in 1918 it underwent expansion at a rate of .07) per full-year 
worker. This means that when the accessions are in excess of 
the separations the factory is building up its force, and the extent 
to which they are in excess measures the amount of labor recruit- 
ing being done. When the separations, on the other hand, exceed 
the accessions, the factory evidently is cutting down its operations 

^ Taken by permission from article on "Measurement of labor mobility/* 28 
JouT. Polit. Econ. 444. 

• Based on records for first six months only. 



26 



LABOR TURNOVER IN INDUSTRY 



m 



and reducing its force, and the margin by which the separations 
are in excess measures the amount of industrial demobihzation 
going on in that factory. 



RELATION BETWEEN DIFFERENT METHODS OF COMPUTATION 

The relation between the two principal methods which have 
been used hitherto in labor turnover computation and the 
method followed in this book is shown in Table 4, in which the 
jfigures of methods II and III are derived from those of method 
I which are taken from Table 7. Separation rates in round 
numbers are given in parentheses: 

TABLE 4 
Comparison of Three Methods of Measuring Labor Mobility 



Period 


Accession 


Separation 


Flux 




I. Rate per Full-year (3000-HouR) Worker 


1913-1914 

1917-1918 


.93 
2.07 


.99 (i) 
2.01 (2) 


1.92 
4.08 




n. Rate per 10,000 Labor Hours 


1913-1914 

1917-1918 


3.07 
6.83 


3.27 (3.3) 
6.63 (6.6) 


6.34 - 
1346 i 




m. ••Percentage of Turnover" i 
(So-called * ' Rochester" Method) 


1913-1914 

I917-1918 


— 


99 (100) — 
201 (200) — 1 



A separation rate of ;i.$ per 10,000 labor hours, as the Bureau 
of Labor Statistics now computes "turnover,''^ or a separation 
rate (called, Rochester fashion, "percentage of turnover'') of 
100 per hundred on the work force, as the Bureau formerly 
figured "turnover,'' are both equivalent to a separation rate 

* That is, the rate per 100 full-year workers (or employees on the pay roll) . 

* This is also the Bureau's official method of computing industrial accident 
rates. 10 Monthly Labor Review, 218-219 (January, 1920). 



DEFINITION AND MEASUREMENT 27 

per full-year worker of i.oo as used in these pages. ^ Conversely, 
a separation rate of 2.00 per full-year worker as used here is 
equivalent to a separation rate of 6.6 per 10,000 labor hours and 
to a "percentage of turnover" (Rochester formula) of 200. The 
flux rate on the new basis used here Would be 2.00, which is the 
same as a flux rate of 6,6 per 10,000 labor hours. Such a rate 
indicates that during the period under observation the sum total 
of the number hired and leaving is equal to twice the number of 
full-year workers employed. When the accession and separation 
rates in any establishment each stand at or close to i.oo, thus 
giving a flux rate of 2.00, the situation in that plant is one equiva- 
lent to a complete overturn of the work force. But this complete 
w^ork-force turnover flux rate of 2.00 may actually represent 
three distinctly different industrial situations, the revelation of 
which is one of the useful functions of accession and separation 
rates: (i) accessions i.oo, separation i.oo, a going concern which 
is neither expanding nor curtailing its operations; (2) accessions 
1.50, separations .50, a concern which is undergoing more or 
less rapid extension of plant; and (3) accessions .50, separations 
1.50, a concern which is curtailing activities. One or the other 
of these three different situations is involved in every rate of 
total labor change, whether it be in a very stable plant with a 
flux rate of i.oo or a very unstable one with a flux rate of 4.00. 

The fact should be emphasized that the primary object in 
gauging the extent of labor mobihty is to ascertain the number 
of labor changes involved in the maintenance (and the necessary 
expansion or reduction) of the labor force. The number of dif- 
ferent individuals involved in these changes is of less importance 
here than the number of repeated transactions. The computation 
method here used indicates the number of changes which take 
place, but it obviously involves double counting and does not, 
therefore, furnish a true report of the number of different persons 

* The Bureau's rates (as published, e.g., in the Monthly Labor Review for June, 
1920, pp. 36-56) may, therefore, be put upon a comparable footing with those 
given in this book by multiplying them by .3. 



28 LABOR TURNOVER IN INDUSTRY 

involved in the labor shiftings. The accession rate reported for 
a single concern is sure to include some employees who have been 
hired more than once during the period covered by the figures. 
The same is true of the separation rate and the flux rate. The 
figures for a group of establishments may also contain the acces- 
sions of certain employees whose separations are included, as 
they should be, in the separation figures for the same group. It 
is important to observe that this double counting does not affect 
the accuracy of figures designed to show merely repeated trans- 
actions. Moreover, since the concerns here reporting are widely 
scattered geographically and well distributed as to industry, 
there would not be Hkely to be many employees shifting from 
job to job within the group of firms reported. That is to say, 
when a worker left one of these plants the chances would be 
heavily against his being taken on by one of the other firms in 
this small group. But if he is so taken on, he is rightly to be 
counted twice, since he has made two labor changes.^ 

1 For more detailed treatment of this widely discussed problem of the measure- 
ment of labor turnover see: "Computing Labor Turnover: a Questionnaire," 
56 Industrial Management, 239-246 (September, 1918); Doten, Carroll W., 
"Computing Labor Turnover," $6 Industrial Management, 339 (October, 1918); 
Emmet, Boris, "The Nature and Computation of Labor Turnover," 27 Journal 
of Political Economy, 105-116 (February, 1919); Crum, F. S., "How to Figure 
Labor Turnover," 16 Quarterly Publications of the American Statistical Association, 
361-373 (June, 1919); Douglas, PaulH., "Note on Methods of Computing Labor 
Turnover," 9 American Economic Review, 402-405 (June, 1919); Slichter, S. H., 
"The Scope and Nature of the Labor Turnover Problem," 34 Quarterly Journal 
of Economics, 329-345 (February, 1920); and Brissenden, P. F., "The Measure- 
ment of Labor Mobility," 28 Journal of Political Economy, 441-476 (June, 1920). 






CHAPTER m 

Personnel Policy and Labor Stability * 

A VERY effective illustration of the practical usefulness of 
labor mobility figures is furnished in a comparison of the mobility 
experience of ten selected establishments with that of all other 
estabKshments reporting. The labor flux rates in each of the 
ten selected plants are shown for the period 1913-1919 in Table 5. 
For convenience in making comparisons the corresponding flux 
rates for all establishments reporting are given in the last column. 

A more complete exhibit of the two groups of concerns com- 
pared in Table 5 is given in Table 6, which places side by side 
for each year of the seven-year period the rates of accession, sepa- 
ration, and flux in (i) the ten selected establishments and (2) all 
•establishments reporting. The labor flux rates of Table 6 are 
shown graphically in Chart B. 

The ten concerns whose records are set forth in Tables 5 and 
6 were chosen not only because they had definite labor policies 
and centralized employment machinery, but also on account of 
the fact that they had had considerable success in stabilizing their 
work forces and keeping their labor mobility rates down to rela- 
tively low levels. The figures demonstrate, so far as it is possible 

* For a valuable discussion of different employment methods and their effect 
upon labor stability, see Sumner H. Slichter, The Turnover of Factory Labor (New 
York, 1 91 9). See also Kelly, R. W., Hiring the Worker (New York, 19 18) and 
Colvin, F. H., Labor Turnover , Loyalty and Output (New York, 1919). The 
following articles describe in detail the methods used in certain establishments 
which have successfully applied modern employment practices: "Labor Turnover 
and Employment Policies of a Large Motor-vehicle Manufacturing Establish- 
ment," by Boris Emmet, Monthly Labor Review, October, 1918; "Employment 
Policy and Labor Stability in a Pacific Coast Department Store" and "Employ- 
ment Policies and Labor Mobility in a California Sugar Refinery," by P. F. Bris- 
senden, Monthly Labor Review , November and December, 19 19. 

29 



30 LABOR TURNOVER IN INDUSTRY 

to demonstrate such things in statistical terms, the definite 
effectiveness of liberal labor policies and more or less centralized 
systems of employment. The curves of Chart B show in striking 
fashion that the ten selected establishments have brought about 
a considerable reduction in the extent of their labor shift and have 
suffered a much slighter decrease in stability during the war 
period than did the general run of establishments. It appears 
from the figures of Table 6 that for the whole period, 1913-1919, 
the 10 selected concerns had an average labor flux rate of 1.53 as 
compared with a rate of 2.25 for all other concerns. The selected 
plants reduced their flux rates from 3.27 in 1913 to 1.68 in 1919, 
but were forced up to 1.83 in 1918, which was the highest point 
reached after 1913. Establishments generally began with a rate 
of 2.61 in 1913, were pushed in 1918 up to 4.08 (over twice the 
mobility experienced by the selected concerns), and finished in 
1919 with a rate of 2.10. This comparison of achievements, 
which covers a relatively long period, shows the vital importance 
from the standpoint of the industrial estabhshment of studying 
this subject of labor mobihty, the necessity of examining the 
employment and personnel methods currently practiced by the 
more far-sighted employers, and the desirability of keeping 
systematic and continuous employment records in order to gauge 
the effect of labor policy upon labor stability. It demonstrates, 
as well, the urgent need for the more widespread adoption by 
employers generally of such labor and employment pohcies as 
will be most effective in eliminating from industrial life the evil 
and the waste of unnecessary hiring and firing. 

Scientific employment, like high wages, in the long run is an 
economy. It is less expensive to keep trained, experienced men 
than it is to hire new and untrained ones. Policies of wholesale 
lay-off and indiscriminate discharge are very costly. In boom 
times or bad it pays to conserve human as well as material re- 
sources, to put just as much thought and technique into hiring 
and utilizing men as is given to the purchase and elaboration 
of raw materials. 



PERSONNEL POLICY AND LABOR STABILITY 31 



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32 



LABOR TURNOVEP. IN INDUSTRY 



TABLE 

Labor Flux Rates in Ten 

By years, from 19 13 











Flux Rate per Full-year Worker » 


Year 


48 
(Auto- 
mobile 
Manu- 
factur- 
ing) 


71 

(Machin- 
ery 

Manu- 
factur- 
ing) 


35 

(Machine 

Tool 

Manu- 
factur- 
ing) 


2g 

(Valves 
AND Fit- 
tings 
Manu- 
factur- 
ing; 


73 
(Cash 
Registers 
Manu- 
factur- 
ing) 


(Men's 
Clothing 

Manu- 
factur- 
ing) 


14 
(Book 
Manu- 
factur- 
ing) 


1913 
1914 

1915 
1916 
1917 
1918 
1919 








8.40 
1.05 

.96 
1.02 

.63 
1.38 
1.77 


2.63 
1. 17 
1.05 
1.74 

3.03 
2.76 
1. 17 


2.97 

1.74 
2.70 
3.72 
3-27 
3.18 
1.83 


1.08 

.54 
1.83 
1.80 
1.89 
1.62 


2.40 
1.02 
.90 
2.49 
3.03 
4.89 
3.21 


1.32 
•93 
1.53 
1.62 
2.25 

2.43 
1.77 


.66 
.54 

.84 
1. 17 
1-95 
1.47 



1 I.e., a 3000-hour worker. 

TABLE 

Comparison of Labor Mobility in Ten Selected Establishments 

THE Years 19 13 











Ten Selected Establishments 


Year 


Number 

OF Es- 
tablish 
ments 


Full-year 
Workers 


Labor 

Hours 

(Thousands) 


Labor Changes 




Acces- 
sions 


Separa- 
tions 


Flux 


1913 
1914 

1915 
1916 
1917 
1918 
1919 








10 
10 
10 
10 
10 
10 
10 


43,515 
32,758 
45,197 
56,508 
61,434 
59,194 
71,559 


130,545 
98,274 
135,591 
169,524 
184,302 
177,582 
214,677 


69,902 
10,952 
21,273 
44,477 
31,127 
59,660 
69,334 


71,390 
14,824 
10,223 
23,882 
3SP13 
A7fi73 
51,359 


141,292 
2S^77^ 
31,496 
68,359 
66,200 

107,333 
120,693 


Whole 


pe 


riod 




. 370,165 


1,110,495 


306,725 


254,424 


561,149 



Rate per Full- 



I9I3 . . . 




1.62 


1.65 


3-27 


I9I4 










'33 


.45 


.78 


I9I5 










.48 


.24 


.72 


I9I6 










.78 


.42 


1.20 


I9I7 










•51 


•57 


1.08 


I9I8 










1.02 


.81 


1.83 


I9I9 










.96 


.72 


1.68 


Whole period 




.84 


.69 


1.53 



PERSONNEL POLICY AND LABOR STABILITY ^2> 



Selected Establishments 
to 19 1 9, inclusive 



IN Establishment Number: — 


Flux Rate per Full-year 
Worker in:— 




(Depart- 
ment 
Store) 


16 
(Elevated 
Railway) 


278 

(Street 

Railway) 


The Ten Es- 

tablisments 
Combined 


All Estab- 
lishments Re- 
ported FOR 
Calendar 
Years Speci- 
fied 


Year 


1.29 
.90 
I.14 
1.65 
1.38 
1.26 

1.05 


.75 
.90 
.18 

.45 

.78 

1.23 

1.02 


.27 
.12 
.06 

•45 

.69 

1. 71 

.63 


3-27 
.78 
.72 
1.20 
1.08 
1.83 
1.68 


2.61 

1.77 
1.68 
3.21 

3-45 
4.08 
2.10 


1913 
1914 
1915 
1916 
1917 
1918 
1919 



WITH ITS Mobility in All Other Establishments Reporting for 
TO 1919, Inclusive 



All Other Establishments Reporting 




Number 


Full-year 


Labor 


Labor Changes 


Year 




Hours 
(Thousands) 










TABLISH- 

ments 


Workers 


Accessions 


Separations 


Flux 




103 


355,934 


1,067,802 


471,844 


463,728 


935,572 


1913 


152 


340,529 


1,021,587 


289,169 


311,931 


601,100 


1914 


41 


113,857 


341,570 


100,938 


89,511 


190,449 


1915 


9 


25,270 


75,809 


46,781 


ZZ^^^A 


80,605 


1916 


18 


32,019 


96,057 


56,124 


54,393 


110,517 


1917 


20 


29,128 


87,386 


64,830 


54,336 


119,166 


1918 


10 


14,592 


43,778 


15,925 


14,866 


30,791 


1919 




911,329 


2,733,989 


1,045,611 


1,022,589 


2,068,200 


Whole period 


YEAR (30 


oo-Hour) Worker 














1.32 


1.29 


2.61 


1913 






.84 


.93 


1.77 


1914 






.90 


.78 


1.68 


1915 






1.86 


1.35 


3.21 


1916 






1.74 


1. 71 


3.45 


1917 






2.22 


1.86 


4.08 


1918 






1.08 


1.02 


2.10 


1919 






1. 14 


I. II 


2.25 


Whole period 



CHAPTER IV 

General Extent of Labor Mobility 

Labor mobility, as already has been pointed out, varies with 
current industrial conditions, and changes in these conditions 
naturally influence the extent of the flow of labor into and out 
of our industrial plants. What effect these alternating periods 
of prosperity and depression have upon the extent of accessions 
and separations themselves, disregarding for the moment the 
particular kind of establishment or its location, may be briefly 
simunarized somewhat as follows: In a rising labor market many 
new employment opportunities are created, which means that 
jobless workers get jobs and many employed workers leave their 
jobs and take employment elsewhere, ostensibly to better their 
industrial situation. Because of the urgency of the work it be- 
comes necessary to replace quickly those employees who have left. 
The rapidity with which employees leave their jobs and the extent 
to which job changes take place will depend upon the extent to | 
which industrial operations are enlarged and how favorable an 
employment situation is thus created. The more favorable the 
employment situation, the larger the munber of accessions. 
These, of course, in addition to those hired from among the unem- 
ployed, are the cause of an increase in the number of separations 
from other plants, where, in turn, additional replacement acces- 
sions are required. Through the single fact that employees leave ! 
their jobs in rapid succession constantly increasing employment 
opportimities are created, thus increasing both accessions and X 
separations.^ -/ 

When there is extensive industrial activity and considerable 

1 The fact that labor turnover is heaviest in periods of prosperity partially ex- 
plains the existence in such periods of the so-called " irreducible minimum of 
unemployment." 

34 



GENERAL EXTENT OF LABOR MOBILITY 35 

competition for labor, the process of selection in industrial 
establishments also considerably accelerates the frequency of 
labor shifting. It is obvious that when an establishment is 
rapidly increasing its work force in a tight labor market it cannot 
usually make a very careful examination of the fitness of a par- 
ticular applicant for the job. During such times it is also possible 
that people are taken on who in normal times would not be hired 
at all. After these people actually begin to work in an establish- 
ment, however, a good many of them will be found to be unfit or 
undesirable and after a longer or shorter period of service are let 
go. This selective process is, of course, greatly intensified in 
times of unusual industrial activity, when there is a scarcity of 
labor. All this involves an increase in the number of both ac- 
cessions and separations far above the ordinary number, which 
is already unnecessarily large. 

In periods of industrial depression, when there are considerably 
fewer job opportunities relatively to the labor supply and the 
number of available job opportimities is diminishing, there will 
take place at first a considerable mmciber of forced separations 
(lay-offs and discharges) ; there will be, moreover, fewer volun- 
tary separations. There will be practically no occasion for acces- 
sions to build up force and much less need for accessions for 
replacement, inasmuch as most of the jobs abandoned are being 
at least temporarily discontinued. While under these circum- 
stances the nimiber of separations may at first be considerable, 
the whole number of separations over the entire period of depres- 
sion and the sum total of labor changes during that period will 
on the whole be much less. 



The enormous proportions that labor mobility may assimie 
will be appreciated from an examination of Table 7.^ In this 

1 Taken, after shifting the rates to the full-year-worker basis, from the writers' 
report on " The Mobility of Labor in American Industry," 10 Mo, Labor Rev. 
1347 (June, 1920). 



36 



LABOR TURNOVER IN INDUSTRY 



TABLE 7 

Labor Mobility, by Years, 1910-1919 

[Replacement (or "turnover*') numbers and rates are marked by asterisks (*)] 





NtfMBER 

OF Estab- 
lishments 


Number or 
Full-year 
Workers 1 


Total 


Labor Changes 


Year 


(Thousands) 


Accessions 


Separations Total (Flux) 




NtJMBER 


1910 . 

1911 . . 

1912 . . 

1913 . . 


16 

24 

54 
113 


85,263 
109,653 
188,363 
399,449 


255,789 

328,959 

565,089 

1,198,347 


90,408 
94,029* 
210,085 
541,746 


86,179* 

96,915 

182,287* 

535,118* 


176,587 

190,944 

392,372 

1,076,864 


1913-142 . 


84 


244,814 


734,442 


227,008* 


243,707 


470,715 


1914 . . 

1915 . . 

1916 . . 

1917 . . 


162 

51 

20 
27 


373,287 

159,054 

94,803 

58,052 


1,119,861 
477,162 
284,409 
174,156 


300,121* 

122,211 

131,300 

79,287 


326,755 
99,734* 
101,102* 

74,917* 


626,876 

221,945 
232,402 
154,204 


1917-182 . 


176 


305,901 


917,703 


631,173 


613,467* 


1,244,640 


1918 . . 

1919 . . 


29 
19 


56,411 
42,632 


169,233 
127,896 


97,918 
38,751 


84,999* 
36,100* 


182,917 
74,851 


Total . 




2,117,682 


6,353,046 


2,564,037 


2,481,280* 


5,045,317 




Rate per Full-year (3000-HoxjR) Worker » 


1910 . . 
1911 

1912 . 

1913 . . 




1.05 
.86* 
I. II 
1.35 


1.02* 
.88 

1.34* 


2.07 

1.74 
2.07 
2.69 


1913-142 . 




.93* 


.99 


1.92 


1914 . . 

1915 . . 

1916 . . 

1917 . • 




.81* 
.78 
1.38 
1.38 


.88 

.63* 

1.08* 

1.29* 


1.69 
1.41 

2.46 
2.67 


1917-182 . 




2.07 


2.01* 


4.08 


1918 . . 

1919 . . 




1.74 
.90 


1.50* 
.84* 


3.24 
1.74 


Total . 




1.20 


1.17* 


2.37 



* The figures in column headed "Number of full-year workers" in this and following tables in this 
book are obtained by dividing the total labor hours by 3000. These figures are given simply to in- 
dicate the approximate size of the work force to make it possible directly to compare the absolute 
number of labor changes with the number of employees in the work force. 

2 The figures given for 1913-14 and 191 7-18 are from establishments reporting in great detail 
during the two field investigations of this subject made by the Bureau of Labor Statistics in 191 5 and 
1918. The time covered by the statistical data from these establishments is a 12 -month period ending 
usually about the middle of 1914 and 19 18, respectively. This applies to the material shown for these 
dates throughout this book. 

» Computed, as already explained, by dividing number of labor changes by the total number of 
labor hours and multiplying by 3000. The same results, of course, will be obtained by dividing the 
labor-change numbers by the corresponding numbers of full-year workers. 



GENERAL EXTENT OF LABOR MOBILITY 37 

table the combined figures for the years 1910 to 1919 show that in 
the establishments reporting the accomplishment of 6,353, 046,000 
hours of work, which is labor time equivalent to that of 2,117,682 
full-year (3000-hour) workers, there were entailed 2,564,037 
accessions and 2,481,280 separations, or a total of 5,045,317 labor 
changes. In other words, on the average, for each year of the 
decade 256,404 accessions, 248,128 separations, or a total of 
504,532 labor changes were involved in the maintenance, and 
the necessary enlargement or curtailment, of a labor force of 
211,768 workers. This means that the maintenance and neces- 
sary expansion or curtailment of the requisite work force involved 
labor changes considerably more than equivalent to a complete 
annual overturn of the work force. This is as if during one year 
all the employees had left their jobs and a complete new set of 
work people had taken their places. It appears then that each 
year on the average the nimiber of persons who quit, were laid 
off, or discharged, as well as the nimiber who had to be hired, was 
much larger than the total number of workers on the force at 
any one time. v 

The separation rate figures in Table 7 and almost invariably 
throughout the book are set in bold-face type.^ An examination 
of these figures together with the accession and flux rates (bearing 
in mind the fact that a flux rate of 2.00 represents a complete 
overturn of the force) will show that in five of the ten calendar 
years represented the number of labor changes in the plants re- 

^This is done, not so much because of any special importance attaching to 
separations as compared with accessions or flux, but in recognition of the wide 
prevalence of the conception of separations as turnover and the common habit 
among employers and employment managers of speaking of the "percentage of 
turnover" as signifying the number of separations per hundred employees. Since 
the rates per full-year worker, as computed in these pages, are so figured as to 
show two decimals, it at once will be evident that the separation rates may be 
read directly as "percentages of turnover" by the simple expedient of omitting 
the decimal point. Thus, in Table 7, a separation rate of 1.02 in 1910 is the same 
as a turnover percentage of 102. The same method of translation is just as feas- 
ible for those who, when they say "percentage of turnover," mean the number of 
replacements per hundred employees. 



38 LABOR TURNOVER IN INDUSTRY 

porting has been more than equivalent to a complete overturn 
of the work force; that is, there were at least as many accessions 
and at least as many separations as there were workers on the 
force. Even in 1915, the most stable year of the decade, there 
were 122,211 accessions and 99,734 separations entailed in the 
maintenance and enlargement of a work force of 159,054 em- 
ployees. This is equivalent to a complete overturn of not less 
than 63 per cent of the work force during the year. In 191 7-18, 
the most unstable of the periods shown, 631,173 accessions and 
613,467 separations, or a total of 1,244,640 labor changes were in- 
volved in the maintenance and enlargement of a work force of 
305,901 workers. This is equivalent to more than two complete 
overturns of the work force during the year. 

On the basis of the unit full-year (3000-hour) worker the situa- 
tion in the decade reported may be described as follows : Through- 
out the ten-year period, for every equivalent 3000-hour worker 
in the aggregate work force, there were on the average more than 
two labor changes per year. ^In 191 5, the period of least insta- 
bility, there were about one and a half labor changes for each full- 
year worker. In the war period 191 7-18 there were more than 
four labor changes for each full-year worker in the aggregate 
work force. This is as if during these twelve months all the 
employees had left their jobs, an entirely new set had come in 
to fill their places, and afterwards all the employees in this second 
set had left their jobs and had in turn been fully replaced by a 
third set of workers. ^ 

There is also to be observed in Table 7 a very definite tendency 
of the mobility rates to vary with the prevailing industrial situa- 
tion. This tendency is brought out in graphic form in Chart C, 
on which are plotted the mobility rates shown in Table 7. The 
influence of the prevailing business and industrial situation is 
indicated in the chart by the relatively high mobility rates for 
the years 1913 and 191 7-18, years of great industrial activity, and 
by a recession in the rates in years in which the industrial situa- 
tion has been less favorable. 



GENERAL EXTENT OF LABOR MOBILITY 39 




40 LABOR TURNOVER IN INDUSTRY 

Enormous as is the extent of establishment labor instability 
indicated by these figures, it is fair to assume (and this assump- 
tion is supported by a good deal of fragmentary evidence) that 
the actual situation is even worse. It is especially probable 
that the labor mobiHty for the year 191 9 is actually higher than 
is indicated by the figures shown here, since the number of estab- 
lishments upon which the rates are based is rather small and 
includes several establishments with unusually low labor mobility 
records. The (nearly) 500 estabhshments from which the Bureau 
of Labor Statistics secured labor mobility figures have neces- 
sarily been the concerns which had the figures to give, that 
is to say, concerns which had given rather more attention than 
most firms to their force-maintenance problems. The firms 
reporting are chiefly concerns which had more or less centralized 
employment systems and were relatively more successful in the 
maintenance of a stable work force. In such establishments the 
instability is not likely to be as serious as in the general run of 
American industrial concerns, which as a rule pay little or no 
attention to the flow of labor in and out and which give very 
little thought to its control. 

The replacement or turnover numbers and rates in Table 7 are 
indicated by asterisks. This rate of replacement or turnover is, 
as has already been explained, the rate at which separating em- 
ployees whose places must be filled are replaced by others. Thus 
in 1910 persons were being hired at a rate of 1.05 and employees 
were leaving at a rate of i .02 per full-year worker. The aggregate 
standard work force was obviously undergoing expansion, and all 
separating employees were more or less promptly replaced. The 
separation rate, therefore, is to be taken as the replacement rate. 
In 1914 the situation was very different. Most industrial plants 
were curtailing operations. The result was an accession rate of 
.81 and a separation rate of .88. In these circumstances it is 
obvious that not all the separating employees were replaced — 
even tardily — and that consequently the accession rate is to be 
taken as the replacement rate. In 19 14, obviously, not all of 



GENERAL EXTENT OF LABOR MOBILITY 41 

the 326,755 separating employees contributed to the turnover 
as that word is here understood. There were only 300, 121 persons 
hired during that year. This number therefore really measures 
the turnover, because this is the number of abandoned jobs in 
which there were replacements. The turnover rate, then, is 
the ratio between 300,121 and the 373,287 equivalent full-year 
workers who constituted the work force during the time within 
which those replacements were made. The excess of separations, 
amounting in 1914 to 26,634, involves a phase of labor mobility 
not included in turnover. This excess shows the extent to which 
the normal work force was diminished during 1914 and, in relation 
to the number of full-year workers, as already explained, it is 
the labor decrease rate; the corresponding excess of accessions in 
such a year as 1918 is the labor increase rate. In years Hke 191 1 
and 19 13 the rates of accession and separation are practically 
equal, and it would be a matter of indifference which figure were 
taken to measure replacements. Reference to the actual num- 
bers in the upper part of the table, however, shows that in 19 11 
the accessions were somewhat less numerous and therefore most 
nearly measured replacements, whereas in 1913, the separations 
were fewer and that in that year, therefore, they should be 
identified with replacements. 

It is not believed that the replacement figure is likely to contain 
non -replacement items. The most important of such items which 
might be thought to lurk in the replacement figure are those cases 
of non-replacement brought about by a discontinuance of certain 
occupations, either because of the shutdown of that part of the 
plant which includes those occupations, or because of changes in 
the industrial arts. By definition the replacement rate excludes 
all such cases, which by the very process of discounting gross 
separations or accessions to get the replacement rate are auto- 
matically eliminated along with other unreplaced separations. 
This is believed to be true of either an expanding or a contracting 
business. Th^ margin of error which may result from postponed 
replacements (in cases where new employees are needed but per- 



42 LABOR TURNOVER IN INDUSTRY M 

haps not actually secured for a considerable period after the sep- 
aration) is not believed to be wide enough seriously to vitiate 
this method. Moreover, this possible postponed-replacement 
error is almost always compensatory — replacements not actu- 
ally made until the end of July for jobs which were abandoned 
early in June and which should have been accounted for then 
are, in the long run, balanced by similar delayed replacements 
carried over from May but actually accounted for in June. 

In view of the fact that replacement rates correspond with 
accession rates when the accession rates are lower than the sepa- 
ration rates, and with separation rates when separation rates are 
lower than accession rates, it follows that the lowest points on 
Chart C must mark the rate and trend of labor replacement; 
that is to say, whichever line happens to be the lowest is the re- 
placement line. 

In general throughout the ten-year period the accessions and 
separations have naturally tended to balance each other pretty 
closely, although they show sKght variations reflecting the chang- 
ing industrial conditions from year to year. Over the whole 
decade it is to be noted that the accessions appreciably exceed the 
separations, indicating a net increase in the gainfully employed 
population and just about such a normal industrial expansion as 
would naturally be expected. 



During the last few years speculation has been rife as to the 
probable aggregate number of labor changes over a given period 
in all the industrial establishments of the country. Interesting 
though the knowledge of these facts would be, and even if all 
establishments did keep labor mobility records, the task of gath- 
ering such figures would be such a stupendous one that it could 
scarcely be considered seriously. It is necessary, therefore, to 
resort to estimates based on a careful analysis of the available 
labor mobihty figures. If, then, the 191 9 mobility rates here 
reported are applied to the factory wage earners in the United 



GENERAL EXTENT OF LABOR MOBILITY 43 

States in that year as shown by the United States Census of 
Manufactures for 1919, it would appear that the 9,096,372 wage 
earners on the pay rolls that year must have meant about 8,242,- 
000 accessions and about 7,703,000 separations, or a total of 
about 15,945,000 job changes during that year. 

NECESSARY AND UNNECESSARY LABOR CHANGES 

Repeated attempts have been made in the last few years to 
get at the proportion of the turnover which may be considered 
to be avoidable. Such a separation of the necessary from the 
unnecessary replacement has been undertaken on the very 
natural assumption that the maintenance of the working force 
requires the hiring of only a certain number of workmen to replace 
those employees who have left for unavoidable reasons (death, 
sickness, discharge for manifest unfitness, etc.) and that what- 
ever number of persons is found to be required over and above 
this so-called irreducible minimum — which has been estimated 
by a number of students^ at about 25 per cent of the work force 
— must be the measure of unnecessary replacement. The limits 
of this study do not permit a full discussion of the question as 
to whether or not the data on labor mobility (which phenom- 
enon, as is shown elsewhere, is subject to constant and sometimes 
extreme fluctuations) can be so simplified as to express in exact 
figures the proportion of necessary and unnecessary labor replace- 
ment. Actually to apply this' method of appraising the responsi- 
bility in labor replacement to industrial establishments as they 
are, presupposes wholly static industrial concerns, with imvarying 
amounts of employment and with work forces composed of per- 
sons who are very slightly, if at all, influenced by outside indus- 
trial forces. To be sure, there will be found industrial concerns 
which can offer steady employment to a certain small number of 
persons. In such establishments any of these employees leaving 
voluntarily and for no valid reason may be definitely considered 
as factors in the unnecessary labor replacement. But it would 
be extremely difficult to say when and to what extent the great 



44 



LABOR TURNOVER IN INDUSTRY 



mass of employees (who are at the mercy of labor market fluctua- 
tions) may be regarded as contributing to the necessary or un- 
necessary labor replacement. 

Bearing these limitations in mind and assuming that the 
strictly necessary part of the replacement amounts to 25 per cent 

TABLE 

Necessary and Unnecessary 

By years, from 1910 to 





Number of 
Full- YEAR 
Workers ^ 


Labor Changes Necessary to 
Take Care or Work-force 


Year 


Separating 

Employees 

Who Must 

BE Replaced 


Persons 

Taken On 

TO Fill 

Their Places 


1910 . . . . . . 

1911 

1912 

1913 

1913-14 

1914 

1915 

1916 

1917 

1917-18 

1918 

1919 


85,263 
109,653 
188,363 

399,449 

244,814 

373,287 

159,054 

94,803 

58,052 

305,901 

56,411 

42,632 


21,316 

27,413 
47,091 
99,862 
61,204 
93,322 
39,764 
23,701 
14,513 
76,475 
14,103 
10,658 


21,316 

27,413 
47,091 
99,862 
61,204 
93,322 

39,764 
23,701 

14,513 
76,475 
14,103 
10,658 



of the work force (an assumption whose confirmation requires 
much further investigation), the mobility figures of any firm or 
group of firms might be presented in such a way to show, sepa- 
rately, the necessary and unnecessary labor replacement. This 
has been done by applying this correction to the mobility figures 
shown in Table 7; the resulting figures are presented in Table 8.^ 
To show how the extent of the unnecessary labor changes are 
calculated the following example is cited: According to the fig- 

^ Reprinted from the writers' article on " Mobility of Industrial Labor," 
35 Polit. Set, Quar. 584 (Dec. 1920). 



GENERAL EXTENT OF LABOR MOBILITY 45 

ures of Table 7, and assuming as necessary for force maintenance 
the replacement of 25 per cent of the work force/ the main- 
tenance of the aggregate work force of 305,901 employees re- 
ported in 191 7-18 should have acquired only 76,475 replace- 
ments. In addition to these replacements there need to be 

8 

Labor Changes 
1919, inclusive 



Replace 25% of Force and to 




*' Unnecessary" 




Expansion or Contraction 




Labor Changes 




Additional Per- 










sons Taken On 




Total Actual 








FOR Expanding 
Work Force (E) 

OR Additional 
Persons Separat- 
ing On Account 


Total 
Necessary 

Labor 
Changes 


Labor 
Changes ' 


Number 


Per Cent 

OF Total 

Actual 

Changes 


Year 


of Curtailing 












Work Force (C) 3 












4,229 (E) 


46,861 


176,587 


129,726 


n 


1910 


2,886 (C) 


57,712 


190,944 


133,232 


70 


1911 


27,798 (E) 


121,980 


- 392,372 


270,392 


69 


1912 


6,628 (E) 


206,352 


1,076,864 


870,512 


81 


1913 


16,699 (C) 


139,107 


470,715 


331,608 


70 


1913-14 


26,634 (C) 


213,278 


626,876 


413,598 


66 


1914 


22,477 (E) 


102,005 


221,945 


119,940 


54 


1915 


30,198 (E) 


77,600 


232,402 


154,802 


67 


1916 


4,370 (E) 


33,396 


154,204 


120,808 


78 


1917 


17,706 (E) 


170,656 


1,244,640 


1,073,984 


86 


1917-18 


12,919 (E) 


41,125 


182,917 


141,792 


78 


1918 


2,651 (E) 


23,967 


74,851 


50,884 


62> 


1919 



considered the persons required to take care of the expansion 
which the aggregate work force underwent during the period 
under consideration. The amount of this expansion is meas- 
ured by the excess of accessions over separations, which is in 
this case 17,706. The total necessary changes were, there- 

* And taking for granted, of course, the necessity for whatever increase or de- 
crease changes (accessions or separations, as the case may be) naturally result 
from the (more or less) permanent extension or curtailment of industrial operations. 

2 Figures taken from Table 7. 

' Arithmetic difference between accession and separation figures as shown in 
Table 7. 



46 LABOR TURNOVER IN INDUSTRY 

fore, 76,475 separations requiring replacement, 76,475 accessions 
for this replacement, and 17,706 labor-increase accessions, or a 
total of 170,656 necessary labor changes. Actually there were 
1,244,640 labor changes. The difference is 1,073,984, which is 
the number of ^^unnecessary'' labor changes. Computing the 
rates corresponding to the figures just given, it appears that the 
accession rate of 2.07 would be reduced to .S3y the separation 
(here the replacement) rate of 2.01 to .24, and the flux rate of 
4.08 to .57 if only the strictly necessary labor changes were made. 
If the same rate correction be appKed to the mobility figures 
of the period 1913-14, which, unlike 1917-18, was a time of in- 
dustrial depression, the rate reductions for the earlier period 
would be as follows: accession (here also the replacement) rate 
from .93 to .24, separation rate from .99 to .30, flux rate from 
1.92 to .54. The figures given in Table 8 show, on the assumption 
that not more than 25 per cent of the normal work force ought 
to have been replaced during the year to maintain that force, 
that most of the job shifting is unnecessary shifting and that this 
unnecessary shifting is enormous whether the period be one of 
business expansion or business depression. The percentage of 
unnecessary labor changes ranges from 54 per cent to 86 per cent 
of the labor changes which have actually taken place. The pro- 
portion of unnecessary labor changes seems to be greatest in 
periods of marked industrial activity, and in general it seems to 
fluctuate markedly in response to changes in industrial conditions. 

LABOR MOBILITY IN CERTAIN LOCALITIES 

Attention should be directed to the fact that at identical 
periods of time there may be considerable variation in the extent 
of labor mobility in different localities. This will depend upon 
the extent of industrial activity, and the opportunity for em- 
ployment for particular kinds of labor in the same locality. It 
depends, in other words, upon the number of plants in the same 
locality competing for the same class of labor. It is obvious that 
.many workmen will be attracted to any locality which is known 



GENERAL EXTENT OF LABOR MOBILITY 



47 



TABLE 9 

Labor Mobility in Specified Cities, 1913-14 and 191 7-18 
C1913-14: 84 establishments; 191 7-18: 176 establishments) 





Number 




Total 


Number of Labor Changes 




OF 

Estab- 


Number of 
Full-year 


Labor 
Hours 








Locality 










lish- 
ments 


Workers 


(Thou- 
sands) 


Accessions 


Separa- 
tions 


Flux 








1913-14 






Boston . . . 


17 


35,131 


105,393 


20,059 


19,712 


39,771 


Chicago . . . 


17 


63,788 


191,364 


76,299 


83,708 


160,007 


Cincinnati . . 


3 


1,756 


5,268 


2,174 


2,001 


4,175 


Cleveland . . 


5 


4,496 


13,488 


3,837 


3,855 


7,692 


Detroit . . . 


14 


31,479 


94,437 


44,937 


48,494 


93,431 


Milwaukee . 


2 


1,597 


4,791 


780 


1,228 


2,008 


New York . 


9 


35,684 


107,052 


22,659 


22,964 


45,623 


San Francisco . 














Other cities . . 


17 


70,883 


212,649 


56,263 


61,745 


118,008 


Total . . . 


84 


244,814 


734,442 


227,008 


243,707 


470,71s 








191 


7-18 






Boston . . . 



















Chicago . . . 


28 


110,381 


331,143 


182,931 


177,210 


360,141 


Cincinnati . . 


27 


18,699 


56,097 


30,917 


29,704 


60,621 


Cleveland . . 


38 


43,654 


130,962 


110,994 


108,157 


219,151 


Detroit . . . 


48 


92,281 


276,843 


211,928 


207,128 


419,056 


Milwaukee . 


21 


26,666 


79,998 


56,894 


56,130 


113,024 


New York . 


— 


— 










San Francisco . 


14 


14,220 


42,660 


37,509 


35,138 


72,647 


Other cities . . 






— 








Total . . . 


176 


305,901 


917,703 


631,173 


613,467 


1,244,640 






Ra 


TES PER FUL 


L-YEAR WOR] 


^R 






Accession 


Separation 


Flux 


Accession 


Separation 


Flux 




1913-14 


1917-18 


Boston . . . 


•57 


.57 


1. 14 


— 


— 


— 


Chicago . . . 


1.20 


1.32 


2.52 


1.65 


1.62 


3.27- 


Cincinnati . . 


1.23 


I.14 


2>37 


1.65 


1.59 


3.24 


Cleveland . . 


.84 


.87 


1.71 


2-55 


2.49 


S.04 


Detroit . . . 


1.44 


1.53 


2.97 


2.31 


2.25 


4.56 


Milwaukee . . 


.48 


.78 


1.26 


2.13 


2.10 


4.23 


New York . . 


.63 


.64 


1.27 




— 




San Francisco . 








2.64 


2.46 


S-io 


Other cities . . 


.78 


.87 


1.65 


— 


— 




Total . . . 


.93 


.99 


1.92 


2.07 


2.01 


4.08 



48 LABOR TURNOVER IN INDUSTRY 

to offer good employment opportunities. Some of these work- 
men will, of course^ prove to be neither stable nor desirable. The 
labor mobility in the principal cities in which investigations were 
made is shown in Table 9. 

It is evident that Chicago and Detroit, in the 12-month 
period 1913-14, although it was a period of industrial de- 
pression, had mobility rates considerably higher than the av- 
erage. In the light of the mobility rates for different industries, 
shown in Table 10, it would seem that, in the case of Detroit, 
this must be due to the considerable representation of auto- 
mobile establishments in the figures shown. This industry under- 
went a remarkable growth during that period and was, rel- 
atively, less affected by the industrial depression. In the case 
of Chicago, it is the figures of the slaughtering and meat-packing 
industry which boost the mobihty ratesf^In the period of 191 7- 
18 the outstanding facts are the high mobility rates shown for 
Cleveland, Detroit, and San Francisco. In these three cities 
the extent of war-manufacturing activities was unusually great 
and the competition for labor was very keen. In both Cleveland 
and Detroit the highest mobihty was found in the purely indus- 
trial establishments which are typical of the two cities, namely, 
those chiefly engaged in the manufacture of metal products, 
machinery, automobiles and automobile parts. In San Francisco 
the unusual labor shifting was most largely due to the enormous 
war-time expansion of shipbuilding operations on the Pacific Coast 
and the appeal of the war wages offered to all comers in the 
shipyards, not only of San Francisco Bay but also of Portland, 
Tacoma, Seattle, and Los Angeles.^ 

LABOR MOBILITY IN DIFFERENT INDUSTRY GROUPS 

In Tables 10 a and 10 b the mobihty figures for the two periods, 
1913-14 and 1917-18, are classified by industry groups, and the 
same data are presented in graphic form in Chart D.^ 

1 Tables and chart reprinted, after recalculation of rates, from "Mobility of 
labor in American industry," 10 Mo. Labor Rev,, 1349-1351. 



^1 



GENERAL EXTENT OF LABOR MOBILITY 49 



Both the tabular and graphic arrays show the general increase 
of the mobility rates of the war years over those of the pre-war 
period and throw interesting side lights upon the influence of the 

Chart D. Comparison of Labor Flux Rates in War and Pre-war Periods 
(Unit: One labor change per full-year worker.) 



INDUSTRY GROUP 







Labor Flux Rate 
L5 3.0 4.5 



6.0 



All Industries 

Public Utilities: Gas and Electricity 
" «* Street Railways-— 
" * * Telephone Service - 

Clothing and Textiles Mfg.- 

Printing and Publishing-- 

Mercantile Establishments 

Miscellaneous Metal Products Mfg.— 

Machinery Mfg. 

Chemical Industries and Refineries -- 

Leather and Rubber Goods 

Automobiles and Parts 

Slaughtering and Meat Packing s 




war upon certain industries. Among the industry groups here 
represented those which were most immediately affected by the 
necessity for articles of war are: automobiles and parts, chemical 



so 



LABOR TURNOVER IN INDUSTRY 



industries, leather and rubber goods, machinery manufacturing, 
miscellaneous metal products, and slaughtering and meat packing. 
All of these groups, with one exception, show a decided increase 



TABLE 

Labor Mobility in Specified Industry 
[Replacement (or "turnover") numbers 



Industry Group 


Number of 
Establish- 
ments 


Number of 
Full -year 
Workers 


Total Labor 
Hours (Thou- 
sands) 


1913-14 

Automobiles and parts .... 
Chemical industries and refineries 

Clothing and textile mfg 

Leather and rubber goods .... 
Machinery mfg 




IS 

3 

6 

6 
16 

5 
20 

5 

I 

3 

2 =- 
2 


32,380 

2,900 

24,842 

14,210 

36,890 

16,543 

63,797 

5,566 

650 

15,540 

21,801 

9,695 


97,140 

8,700 

74,526 

42,630 

110,670 


Mercantile establishments . . . 
Miscellaneous metal products mfg. . 
Printing and publishing .... 
Public utilities : Gas and electricity mfg. 

Street railways . 

Telephone service 
Slaughtering and meat packing . . 


49,629 

191,391 
16,698 

1,950 
46,620 
65,403 
29,085 


Total 


84 


244,814 


734,442 


1917-18 

Automobiles and parts 
Chemical industries and refine 
Clothing and textile mfg. . 
Furniture and millwork 
Leather and rubber goods 
Machinery mfg. 


ries 




30 

15 

8 

3 

4 
31 

7 
45 

5 
10 

4 
10 

4 


^ 96,856 

15,754 

10,794 

2,300 

5,020 

- 37,532 

24,124 

. 32,682 

1,940 

' 18,908 

9,928 

" 21,338 

28,725 


290,568 

47,262 

32,382 

6,900 

15,060 

112,596 
72,372 
98,046 
5,820 
56,724 
29,784 
64,014 
86,175 


Mercantile establishments 
Miscellaneous metal products 
Printing and publishing . 
Public utilities : Gas and electi 
Street railway 
Telephone ser 
Slaughtering and meat packin 


mfg. . 

icity mfg. 

s . 
dee 


Total .... 


• • 




176 


305,901 


917,703 



in the mobility rates of the war over those of the pre-war period. 
The rates of the slaughtering and meat-packing group show only 
a slight decrease. This is not surprising in view of the fact 



GENERAL EXTENT OF LABOR MOBILITY 51 

that the mobility rate for this group in 1913-14 was already 
more than twice as great as the rate for all groups combined. 
-vlt might be of interest to recall here the unusual labor situation 

10 a 

Groups, 1913-14 and 191 7-18 
are marked by asterisks (*)] 



Number of Labor Changes 




Accessions 


Separations 


Flux 


Industry Group 


50,564* 

3,447 

15,715* 

22,497 

29,465* 

11,903 

52,313* 

3,851 

K 

4,094* 

8,465* 

24,603 


52,172^ 
3,024* 
16,492 
19,123* 
40,126 
10,964* 
59,551 
3,679* 

202 
4,346 
10,786 
23,242* 


102,736 

6,471 

32,207 

41,620 

69,591 

22,867 

111,864 

7,530 

293 

8,440 

19,251 

47,845 


1913-14 

Automobiles and parts 

Chemical industries and refineries 

Clothing and textile mfg. 

Leather and rubber goods 

Machinery mfg. 

Mercantile establishments 

Miscellaneous metal products mfg. 

Printing and publishing 

Public utilities: Gas and electricity mfg. 
Street railways 
Telephone service 

Slaughtering and meat packing 


227,008* 


243,707 


470,715 


Total 


222,954 

46,880 
13,687* 
5,727* 
12,119* 
62,085 
33,165* 
104,127 

3,433* 
25,905* 

8,062* 
19,740* 
73,289 


220,475* 
39,622* 

15,227 
7,036 

12,393 
59,782* 

34,879 
99,006* 

3,655 
26,661 

9,623 
21,864 
63,244* 


443,429 
86,502 
28,914 
12,763 
24,512 

121,867 
68,044 

203,133 

7,088 

52,566 

17,685 

41,604 

136,533 


1917-18 

Automobiles and parts 

Chemical industries and refineries 

Clothing and textile mfg. 

Furniture and millwork 

Leather and rubber goods 

Machinery mfg. 

Mercantile establishments 

Miscellaneous metal products mfg. 

Printing and publishing 

Public utilities: Gas and electricity mfg. 
Street railways 
Telephone service 

Slaughtering and meat packing 


631,173 


613,467* 


1,244,640 


Total 



created by the war period and the influence which it had upon 
labor mobiKty. War-time necessities forced far-reaching changes 
in the character of the product manufactured as well as iu 



52 



LABOR TURNOVER IN INDUSTRY 



the manufacturing processes. Plants producing war materials 
enormously expanded their operations. The Government itself 
was forced to expand its own industrial establishments to an 
unheard-of degree and entered into industrial fields which it had 
never been in before. The expansion due to war necessities 
required enormous numbers of work people and made necessary 
the very rapid training of relatively inexperienced persons who 

TABLE 
Labor Mobility in Specified Industry 
[Replacement (or '^turnover") rates 
1913-14 









Rate per Full-year Worker of 




Accession 


Separation 


Flux 


Automobiles and parts . . 
Chemical industries and refine 
Clothing and textile mfg. . 
Furniture and millwork . 
Leather and rubber goods 
Machinery mfg. . . . 
Mercantile establishments 
Miscellaneous metal products 
Printing and publishing 
Public utilities: Gas and electi 
Street railway 
Telephone ser 
Slaughtering and meat packin 


ries 

mfg. 

ic mfg 
s . 
vice 
g . 




1.56* 
1.20 

.63* 

.15* 

K 

•39* ^ 
2-55 


1.62 

1.05* 

.66 

1^5* 
1.08 
.66* 

:?i* 

:t?* 
.48 

2.40* 


3.18 
2.25 
1.29 

2.94 

1.89 

1.38 

1.74 

1.35 

.45 

•54 

.87 

4.95 


Total .... 






.93* 


•99 


1.92 



in many instances were found to be ill adapted to factory work. 
There was a withdrawal of a very large number of men for mili- 
tary purposes. This military mobilization affected especially 
those industries which employed males entirely or to a large 
extent. Women entered into industries in larger numbers and 
into some industries which had not hitherto employed women. 
-The differentiation of industries into essential and non-essential 
classes and the promulgation of the ''work or fight" order caused 
large numbers of men employed in non-essential industries to 
leave their emplo)mient and seek jobs in plants carrying on work 



GENERAL EXTENT OF LABOR MOBILITY 



Si 



essential to the prosecution of the war. Under this ruling inex- 
perienced people, overestimating their capabiHties, tried to qualify 
for experienced men's places and accepted jobs which they soon 
found out they could not fill. 

On account of the unusual industrial expansion during the war 
period the labor supply became very limited and resulted in keen 
competition among individual manufacturers. After a time the 

Groups, 1913-14 and 191 7-18 

are marked by asterisks (*)] 

1917-18 



Rate per 


Full- YEAR Worker of 












Accession 


Separation 


Flxjx 




2.31 


2.28* 


4.59 


Automobiles and parts 


2.97 


2.52* 


5-49 


Chemical industries and refineries 


1.26* 


1. 41 


2.67 


Clothing and textile mfg. 


2.49* 


3.06 


5-55 


Furniture and millwork 


2.40* 


2.46 


4.86 


Leather and rubber goods 


1.65 


1.59* 


3-24 


Machinery mfg. 


1.38* 


1.44 


2.82 


Mercantile establishments 


3.18 


3.03* 


6.21 


Miscellaneous metal products mfg. 


1.77* 


1.89 


3.66 


Printing and publishing 


1.38* 


1. 41 


2.79 


Public utilities: Gas and electric mfg. 


.81* 


.96 


1.77 


Street railways 


.93* 


1.02 


1-95 


Telephone service 


2.5s 


2.19* 


4.74 
4.08 


Slaughtering and meat packing 


2.07 


2.01* 


Total 



competition for labor became so sharp that labor recruiting 
methods developed which were characterized as being ^^destruc- 
tive." The unusual industrial situation created a peculiar war 
psychology, causing a good deal of restlessness among work - 
people generally. The individual workman, becoming aware 
of the growing scarcity of labor and of the keen competition for 
his labor, was naturally quick to take advantage of the favorable 
employment situation by constantly seeking jobs which would 
pay more or in which the general conditions of employment/ 
were more to his liking. 



54 LABOR TURNOVER IN INDUSTRY 

In respect to the labor situation during the war, the employ- 
ment manager of a machine-tool manufacturing establishment 
reports that '^Probably the chief cause of labor turnover at this 
time, particularly among machine tool industries, is the fact that 
a man tries to go where he can get the highest pay, coupled with 
the fact that manufacturers are bidding against each other for 
labor/' And he adds that ^Hhe second and perhaps equally 
important cause of turnover in the machine tool trade is the fact 
that very recently a very large number of men have been forced 
either by the Work or Fight' law or by the necessity of earning 
larger money to leave the non-mechanical occupations and seek 
work in machine shops." These men, he says further, ^^ are wholly 
unfamiliar with our work, have never been accustomed to grease, 
dirt, and noise, and very naturally find the work somewhat 
unpleasant. It is quite natural for them to think that the one 
shop they go to first is probably worse than any other, and if 
slightly encouraged in this opinion by a smooth-tongued employ- 
ment man of another shop, they are likely to jump from one 
place to another, hoping that they will find less grease and dirt.". 

RELATION BETWEEN SIZE OF ESTABLISHMENT AND LABOR 

MOBILITY 

To undertake to show some definite relationship between the 
size of the establishment and labor mobility, detailed figures 
regarding the labor changes were so arranged as to show the 
mobility rates of establishments with less than a thousand em- 
ployees, of those having one thousand and under five thousand, 
and of those with five thousand employees and more. They are 
shown in Table ii.^ 

These figures in the main indicate a downward trend in mo- 
bility rates as the size of the establishment increases. It has not 
been possible to ascertain the exact reason for the relatively 
lower rates in the larger establishments, though it is conceivable 

^ See also Table 25, in which quitting, lay-off and discharge rates are shown for 
different sizes of plant. 



GENERAL EXTENT OF LABOR MOBILITY 



SS 



that among the factors influencing the stability were the possi- 
bility of the larger establishments offering steadier work, rela- 
tively higher earnings, and better employment conditions gen- 
erally. Lower rates might also indicate the efficiency of the 

TABLE 11 

Relation between Size of Establishment and Labor Stability, 
1913-14 and 1917-18 





Number 

OF 

Estab- 
lish- 
ments 


Number 
of 
Full- 
year 

Workers 


Total 
Labor 
Hours 
(Thou- 
sands) 


Number of Labor Changes 


Number of Employees 


Acces- 
sions 


Sepa- 
rations 


Flux 




1913-14 


Under 1,000 . . . 
1,000 and under 5,000 
5,000 and over 


35 
36 
13 


20,257 

95,690 

128,867 


60,771 
287,070 
386,601 


30,517 

82,611 

113,880 


28,275 

87,562 

127,870 


58,792 
170,173 
241,750 


Total .... 


84 


244,814 


734,442 


227,008 


243,707 


470,715 




1917-18 


Under 1,000 . . . 
1,000 and under 5,000 
5,000 and over . . 


109 
54 
13 


51,832 
114,019 
140,050 


155,496 
342,057 
420,150 


137,147 
249,362 
244,664 


132,142 
240,095 
241,230 


269,289 
489,457 
485,894 


Total .... 


176 


305,901 


917,703 


631,173 


613,467 


1,244,640 




Rate per Full-year Worker 




Acces- 
sion 


Separa- 
tion 


Flux 


Acces- 
sion 


Separa- 
tion 


Flux 




1913-14 


1917-18 


Under 1,000 . . . 
1,000 and under 5,000 
5,000 and over . . 


1.50 
.87 
.87 


1. 41 
.90 
.99 


2.91 

1.77 
1.86 


2.64 
2.19 
1.74 


2.55 
2.10 
1. 71 


519 
4.29 

3-45 


Total .... 


•93 


.99 


1.92 


2.07 


2.01 


4.08 



employment department and the influence of service and welfare 
activities, which are generally carried on more extensively by 
the larger establishments. 

It should also be observed that in the larger establishments 
there must be many inter-departmental changes which are not 



S6 



LABOR TURNOVER IN INDUSTRY 



included in the figures presented here. This is one reason why 
the flux rate is lower in the large concerns. Obviously the number 
of such interior labor changes is smaller, both absolutely and 
relatively, in the small than in the large establishments. The 
small single-department concern must recruit virtually all its 
new labor from outside accessions. The inter-departmental 
labor shift is in some cases quite as much a sign of labor insta- 
bility as if the shift were from one employing firm to another 
employing firm. 

In connection with the subject of the general extent of labor 
mobihty, brief reference should be made to some particular 

TABLE 12 

Number of Employees Leaving Service within 12 Months of when they 
WERE Hired, by Industry Groups, Year Ending May 31, 1918^ 



Industry Group 



Number of 

Estab- 
lishments 



Persons Hired During Year 



Total 

Number 



Left within i Year 



Number 



Per Cent 
of Total 



Automobiles and parts, mfg. . 

Chemical industries and refineries 

Clothing and textile manufacturing . 

Furniture and millwork . . . ' . 

Machinery manufacturing 

Mercantile establishments (wholesale 
and retail) 

Miscellaneous metal products manu- 
facturing 

Printing and publishing .... 

Public utilities: 

Gas and electricity 

Street railways 

Telephone service 

Total 



5 
3 
3 

I 

13 



13 
2 

I 
I 



12,659 

10,743 
6,771 
3410 

20,881 

1,931 

15,803 
749 

1,585 

3,058 

15,616 



8,230 
8,230 

4,799 

2,681 

14,121 

1,306 

13,053 
518 

721 
1,150 
9,949 



53 



93,206 



64,758 



65 
77 
71 
79 
68 

68 

83 
69 

45 
38 
64 



69 



phases of the mobility situation having to do with the accession 

of employees. One of these is the relation of the newly hired 

employee to labor mobility. How many employees hired within 

1 Reprinted from 35 Polit. Sci. Quar, 594, 



GENERAL EXTENT OF LABOR MOBILITY 57 

any particular twelve-month period are still to be found in the 
firm's employ at the end of that period? An answer to this ques- 
tion is given by the figures presented in Table 12, which shows by 
industry groups the proportion of the year's recruits who left 
before they had served a year. 

This table furnished a striking illustration of the short periods 
for which jobs have been held by the newly hired employees dur- 
ing the war period and the rapidity with which they vacate them. 
Of the 93,206 persons hired during the year ending May 21, 1918, 
64,758, or 69 per cent, left before they had served one year. The 
most stable recruits were those hired by the street railways, only 
38 per cent of whom left before serving one year. The most 
unstable recruits were those hired by miscellaneous metal prod- 
ucts manufacturing establishments, 83 per cent of whom left be- 
fore they had served one year. Two other phases of the acces- 
sion situation which must be touched upon are the proportion 
of rehirings among the total accessions, and the relation between 
the number of applicants and the mmaber of available jobs, on 
the one hand, and to the number actually hired on the other hand. 
The number of accessions shown heretofore does not indicate 
the number of different individuals hired, since the accessions 
represent the total number of accessions in a given period and in- 
clude original hirings as well as subsequent rehirings. Figures on 
the extent of rehirings were obtained by examination of the serv- 
ice records of employees on the pay rolls of six establishments at 
the end of 1915. They are shown in Table 13. 

These figures show that the hiring of 44,166 individuals in- 
volved 61,225 hirings and rehirings (repeated transactions), 
with a resultant increase in the mmiber of accession transactions 
by nearly 40 per cent. Of the 44,166 individual employees 
taken on, more than 76 per cent had been hired once only, 15 
per cent had been hired twice, over 5 per cent had been hired 
three times, more than 2 per cent four times, and about one and 
one-half per cent had been hired and rehired more than five 
times. Among the employees uader observation here the highest 



58 



LABOR TURNOVER IN INDUSTRY 



number of hirings and rehirings was eleven, involving, however, 
only two employees out of more than forty-four thousand. 



TABLE 13 

Number of Employees Hired by Same Establishment Specified Number 

OF Times ^ 

(19 1 5. Six establishments reporting) 



Number of Times Hired 


Employees Hired Specified 
Number of Times 


Number of 
Rehirings 
Involved 


Total Number 
OF Hirings 


Number 


Per Cent 
Distribution 


AND Rehirings 
Involved 


I 

2 

3 

4 

s 

6 

7 

8 

9 

10 

II 


33,765 

6,444 

2,353 

940 

412 

143 

65 

25 

12 

5 

2 


76.45 

14.59 

5.33 

2.13 

.93 

.32 

.15 

.06 

.03 

.OI 

a 




6,444 
4,706 
2,820 
1,648 

71S 

390 

175 

96 

45 

20 


33,765 

12,888 

7,058 

3,760 

2,060 

858 

455 

200 

108 

50 

22 


Total .... 


44,166 


100.00 


17,059 


61,225 



The figures shown in Table 14 are the result of a special study 
of the correlation between length of time and the extent of hiring 
and rehiring. They demonstrate that, as the period within which 
employees had been hired specified number of times increases, 
there is a corresponding increase of the number of rehirings, 
but that when the maximum period of this continuous service 
within which employees had been hired specified number of times 
extends beyond the lo-year mark there is a noticeable and 
decided drop in the extent of rehiring. 

The figures concerning the number of applicants for jobs are 

based upon the records of eight establishments which kept ac- 

1 Figures obtained by examination of the service records of the 44,166 employees, 
on the pay rolls of the six establishments at the end of 1915. 
^ Less than .01 per cent. 



GENERAL EXTENT OF LABOR MOBILITY 



59 



couet of the number of applicants for a longer or shorter period 
between 191 2 and 191 9 and indicate that with an aggregate num- 
ber of workers amounting to 122,973 there were 1,041,475 ap- 
plicants, of which number 145,509, or 14 per cent, were actually 



TABLE 14 

Number of Employees on Pay Roll of Three Establishments Who Had 
BEEN Hired Specified Number of Times, Classified According to the 
Length of Time within Which the Hirings and Rehirings Took Place, ^ 

1915 

(3 establishments reporting) 



Numb EI 
OF Year 


s 




Number of Employees Who Had Been Hired 


WITHIN 








WHICH 






















Hirings 


> 2 


3 


4 


5 


6 


7 


8 


9 


10 


II 


OCCURRE] 


D Times 


Times 


Times 


Times 


Times 


Times 


Times 


Times 


Times 


Times 


I . . 


527 


32 


3 
















2 




551 


123 


31 


3 














3 




456 


164 


71 


17 


4 












4 




325 


171 


52 


24 


9 


2 










«> 




201 
157 


130 
102 


45 


29 


6 
15 


5 

I 


I 
I 


I 






6 


48 


28 




7 




94 


75 


42 


20 


8 


5 




2 






^ . 




58 


31 


22 


14 


2 


3 


I 








9 




58 


57 


35 


20 


8 


5 


I 


I 


I 


I 


10 




46 


32 


21 


10 


4 


6 


5 








II 




19 


19 


5 


I 


2 


2 










12 




13 


7 


2 
















13 




5 


5 


I 


I 








I 




I 


14 




10 


4 


2 


I 














15 




3 


4 


I 


2 














Over 15 


10 


5 


2 


I 















hired. This means, in other words, that for each person hired 
for a job there were more than seven persons applying for that 
job. 

The employment manager of a machinery manufacturing estab- 
lishment reports that in order to obtain 500 employees, during 
the year ending May 31, 1 918, it was necessary to hire at least 
1500, only a third of whom showed up ready to go to work on 

^ Based on individual service records of the 13,281 employees on the pay rolls 
of the three establishments at the end of 191 5. 



6o LABOR TURNOVER IN INDUSTRY 

the appointed day. He remarks that the ^^ others apparently 
were floaters, who drifted from one shop to another and accepted 
jobs only from the highest bidders. Often when we thought that 
we had hired a sufficient number of men, we would find the next 
day that only one or two out of eight or ten showed up to go to 
work." 



CHAPTER V 

Labor Mobility in Individual Plants and in Separate 
Groups within the Work Force 

In the figures which have been shown heretofore labor insta- 
biUty was traced largely to seasonal, cyclical, and other fluctua- 
tions in industrial activity. It must be pointed out, however, 
that the extent of labor mobility at any given time is quite differ- 
ent in different industrial establishments, and in different occu- 
pations and other groups within those establishments — and 
this somewhat irrespective of locality and general industrial 
conditions. Of these many factors which might influence the 
extent of mobility in individual establishments a few of the more 
important ones, in so far as they can readily be determined and 
classified, may briefly be set down here: (i) The particular char- 
acter of the industry; whether it can offer relatively steady work 
or whether it is subject to highly seasonal variations in employ- 
ment. (2) Character of the labor force — that is, the extent to 
which an establishment employs males and females, unskilled, 
semi-skilled, or skilled workers; or whether the working force 
consists largely of clerical employees or of persons engaged in 
non-mechanical occupations. (3) The general conditions of 
employment: wages, hours of work, etc.: the particular nature 
of the work; that is, whether or not it is generally disagreeable 
and involves exposure to dampness, noxious odors, great heat, 
dust, etc. (4) The effectiveness of all efforts of the manage- 
ment to overcome purely industrial influences and the more 
personal desires of individual workmen to change jobs. The 
influence upon individual establishments and upon special groups 
within the work force of the various factors enumerated here 
will be discussed and illustrated in the pages immediately 
following. 

61 



62 LABOR TURNOVER IN INDUSTRY 

LABOR MOBILITY IN INDIVIDUAL ESTABLISHMENTS 

The mobility rates which have been shown up to this point 
are group rates in which are merged the individual plant figures 
of a large number of estabhshments. They do not indicate the 
extent of existing variations in the mobility figures of the different 
estabhshments making up the group. The forces and condi- 
tions determining the extent to which labor changes take place 
in individual estabhshments are extremely varied and numerous, 
as was pointed out above, and they operate differently upon 
different establishments. Only very exhaustive inquiries could 
reveal which of many factors involved is particularly responsi- 
ble for the special virulence or mildness, as the case may be, of 
instabihty in particular estabhshments. The rates in Table 15 
register the net general effect which all the factors of influence have 
had on labor instabihty in the industrial estabhshments studied. 

In the period 19 13-14 the estabhshment mobihty rates are 
bunched in the lower groups; in the period 191 7-18 the rates are 
less concentrated but more evenly distributed, having quite a 
large representation even in the high rate groups. Thus the flux 
rate of 1.92 for the 84 estabhshments covered in 1913-14 is dis- 
tributed among 32 per cent of the estabhshments having a flux 
rate of 1.20 and under, 26 per cent having a rate of 1.20 to 2.40, 
23 per cent a rate of over 2.40 to 3.60, and 19 per cent of the 
estabhshments having a flux rate of over 3.60. In the period 
191 7-18 the flux rate of 176 estabhshments was 4.08 and there 
was a corresponding moving up of the establishments into the 
higher flux rate groups. In that period there were only 3 per 
cent of the establishments having a flux rate of 1.20 and under, 
while 16 per cent had a rate of over 1.20 to 2.40, 20 per cent a 
rate of over 2.40 to 3.60, and 61 per cent a rate of over 3.60. A 
corresponding movement upward is observable in both the 
accession and separation rates. 

How the sum total of these factors affects the labor instabihty 
of the same estabhshments at different periods and under differ- 



LABOR MOBILITY IN INDIVIDUAL PLANTS 



63 



TABLE 15 

Number and Per Cent Distribution of Establishments Having Classified 
Labor Mobility Rates. (1913-14 and 191 7-18) 

(Unit: One establishment) 



Establishments Having Classified Labor Mobility Rates per Full-year Worker 




1913- 


1914 


1917- 


1918 




Flux 


Classified Rate 










Classified Rate 








Acces- 


Sepa- 


Acces- 


Sepa- 




1913- 


1917- 




SION 


ration 


SION 


ration 




1914 


1918 




Number 


.60 and under . 


34 


26 


6 


7 


1.20 and under 


28 


5 


Over .60 to 1.20 


17^ 


26^ 


27 


26 


Over 1.20 to 2.40 


22 


28 


Over 1.20 to 1.80 


14 


18 


37 


34 


Over 2.40 to 3.60 


19 


35 


Over 1.80 to 2.40 


12 


7 


26 


30 


Over 3.60 to 4.80 


8 


25 


Over 2.40 to 3.00 


3 


4 


25 


29 


Over 4.80 to 6.00 


4 


31 


Over 3.00 to 3.60 


I 




22 


21 


Over 6.00 to 7.20 




20 


Over 3.60 to 4.20 


— 


— 


II 


12 


Over 7.20 to 8.40 


— 


14 


Over 4.20 to 4.80 


— 


I 


10 


7 


Over 8.40 to 9.60 


— 


6 


Over 4.80 . . 


3 


2 


12 


10 


Over 9.60 . 


3 


12 


Total . . 


84 


84 


176 


176 




84 


176 


Mobility rates: 




>y 




s^ 








84 Establishments 


•93 


.99 


2.07 


2.01 




1.92 


4.08 








F 


ER Cent 


Distribution 






.60 and under . 


40 


31 


3 


4 


1.20 and under 


32 


3 


Over .60 to 1.20 


20 


31 


15 


15 


Over 1.20 to 2.40 


26 


16 


Over 1.20 to 1.80 


17 


21 


21 


19 


Over 2.40 to 3.60 


23 


20 


Over 1.80 to 2.40 


14 


8 


15 


17 


Over 3.60 to 4.80 


10 


14 


Over 2.40 to 3.00 


4 


5 


14 


16 


Over 4.80 to 6.00 


5 


18 


Over 3.00 to 3.60 


I 




13 


12 


Over 6.00 to 7.20 




II 


Over 3.60 to 4.20 


— 


— 


6 


7 


Over 7.20 to 8.40 




8 


Over 4.20 to 4.80 


— 


I 


6 


4 


Over 8.40 to 9.60 




3 


Over 4.80 . . 


4 


2 


7 


6 


Over 9.60 . 


4 


7 


Total . . 


100 


100 


100 


100 




100 


100 



ent labor conditions may be seen by comparison of the mobiKty 
figures of 20 identical establishments for the two periods 1913-14 
and 1917-18. It may be seen from the figures in Table 16 that 
with the exception of 3 estabKshments (Nos. 34, 48, and 56) all 
show a decided increase in the mobiHty rates over the pre-war 
period, the rates in one case (Establishment No. 37) being over 
four times as great in the war as in the pre-war period. For 



64 



LABOR TURNOVER IN INDUSTRY 



TABLE 
Labor Mobility of Establishments 



Industry or Nature of Business 



Engineering specialties mfg. . 
Agricultural implements mfg. 
Agricultural implements mfg. 

Motor car mfg 

Structural steel fabricating . 
Electrical appliances mfg. 
Metal wire, etc. mfg. ^ 

Motor car mfg 

Mail order house .... 
Machine tools mfg. 
Electrical supplies mfg. . 
Iron wheels and castings mfg. 
Machine tools mfg. 

Motor car mfg 

Machine tools mfg. . 

Car works 

Machine tools mfg. . 
Automobile parts mfg. 

Motor car mfg 

Slaughtering and meat packing 

20 identical firms ^ . . . 



Location 



Cincinnati 

Chicago 

Chicago 

Detroit 

Chicago 

Milwaukee 

Cleveland 

Detroit 

Chicago 

Cleveland 

Chicago 

Chicago 

Cincinnati 

Detroit 

Cleveland 

Chicago 

Cincinnati 

Detroit 

Detroit 

Chicago 



Establish- 
ment Number 



37 (146) 
21 (106) 
20 (105) 
48 (194) 

26 (113) 
58 (257) 

41 (178-184) 
51 (200) 

27 (109) 
40 (172) 

28 (117) 
30 (115) 
35 (144) 
50 (198) 

42 (182) 
25 (102) 
56 (141) 
54 (207) 
47 (205) 
34 (126) 



Number of Full- 
year Workers 



1913-14 



656 

6,592 

4,377 

10,904 

243 

642 

1,247 

4,028 

9,430 

335 

544 

415 

476 

897 
1,111 
9,661 

624 
1,004 

3,110 
5,522 



1917-18 



1,150 
5,759 
4,211 

31,950 

402 

1,181 

1,408 

9,869 

14,731 
1,263 

733 

390 

1,194 

2,504 

1,649 

7,287 
883 

3,379 
11,125 

8,730 



61,818 



109,798 



all of the twenty identical establishments taken together, there 
appears to have taken place nearly a two-fold increase in the flux 
rate; in 1913-14 it was 2.56, and in 1917-18 it was 4.44, per full- 
year worker. 

It is to be noted, in the figures of Table 16, that in the earlier 
period the separation rate exceeded the accession rate. Most 
of these concerns, as was quite generally the case with American 
industrial establishments at that time, were more or less exten- 
sively reducing the number of their employees. In 191 7-18, 
according to these figures, the rate of accession was appreciably 

1 Different mills of this establishment were reported separately in 191 7-18, but 
are here combined for purposes of comparison with 1913-14. 

2 See note i, p. 65. 



LABOR MOBILITY IN INDIVIDUAL PLANTS 65 

16 

Reported Both in 1913-14 and 191 7-18 



Rate 


OF Labor Change 


PER Full 


-YEAR WORKKF 




Accession 


Separation 


Flux 


Industry or Nature of Business 


1913-14 


1917-18 


1913-14 


1917-18 


1913-14 


1917-18 




'33 


1.77 


.42 


1.74 


•75 


3'.5i 


Engineering specialties mfg. 


.30 


.96 


.63 


.81 


•93 


1.77 


Agricultural implements mfg. 


.36 


.69 


.63 


.69 


•99 


1.38 


Agricultural implements mfg. 


.48 


.48 


.60 


•45 


1.08 


.93 


Motor car mfg. 


.69 


I. II 


.87 


.93 


1.56 


2.04 


Structural steel fabricating 


.57 


2.58 


1.05 


2.49 


1.62 


5-07 


Electrical appliances mfg. 


.96 


2.76 


.69 


2.73 


1.65 


5.49 


Metal wire, etc. mfg. 


1.02 


3.51 


.72 


3.06 


1.74 


6.57 


Motor car mfg. 


•93 


.93 


.90 


1.08 


1.83 


2.01 


Mail order house 


1.29 


2.79 


.81 


2.01 


2.10 


4.80 


Machine tools mfg. 


1.26 


2.88 


1.29 


2.67 


2.55 


5^55 


Electrical supplies mfg. 


1.47 


3.09 


1.47 


2.19 


2.94 


5.28 


Iron wheels and castings mfg. 


1.41 


1.80 


1.56 


1.65 


2.97 


3.45 


Machine tools mfg. 


1.53 


3.06 


1.56 


2.73 


3^09 


5.79 


Motor car mfg. 


1.44 


3-09 


1.65 


3-09 


3 -09 


6.18 


Machine tools mfg. 


1.41 


2.58 


2.13 


2.82 


3-54 


5 -40 


Car works 


2.04 


1.53 


1.56 


1.32 


3.60 


2.85 


Machine tools mfg. 


1.83 


4.53 


1.92 


4.47 


3-75 


9.00 


Automobile parts mfg. 


2.79 


3-69 


2.76 


4.11 


5.55 


7.80 


Motor car mfg. 


3-00 


2.19 


2.73 


1.83 


5-73 


4.02 


Slaughtering and meat pack'g 


1.26 


2.30 


1.30 


2.14 


2.56 


4.44 


20 identical firms ^ 



higher than the rate of separation. This reflects, in turn, the 
industrial activity of the war period. This shift, in a four-year 
interval, from a contracting, demobilizing industrial machine 
to an expanding one, is further revealed in the two columns 
headed ^^ number of full-year workers." The aggregate working 
personnel of these twenty concerns increased in number from 
61,818 in 1913-14 to 109,798 in 1917-18. The figures for the 
individual establishments show that only four of the twenty 
firms failed to share in this expansion. Of the four establish- 
ments which suffered a decline only one experienced a shrinkage 
of any considerable proportions. 

^ The rates for the 20 identical firms combined are unweighted arithmetic 
averages of the respective individual plant rates. 



m 



LABOR TURNOVER IN INDUSTRY 



TABLfi 
Labor Mobility by Sex and 



I 



Industry Group 



Number 
OF Estab- 
lishments 



Number of 
Full-year 
Workers 



Total 
Labor Hours 
(Thousands) 



Males 
Automobiles and parts .... 
Chemical industries and refineries 

Clothing and textile mfg 

Furniture and millwork . . . . , 
Leather and rubber goods . . . . 

Machinery mfg 

Mercantile establishments . . . . 
Miscellaneous metal products mfg. . 

Printing and publishing 

Public utilities: Gas and electricity mfg. 

Street railways . 

Telephone service 
Slaughtering and meat packing . 

Total . 

Females 

Automobiles and parts 

Chemical industries and refineries 

Clothing and textile mfg 

Furniture and millwork 

Leather and rubber goods . . . . 

Machinery mfg 

Mercantile establishments . . . , 
Miscellaneous metal products mfg. . 
Printing and publishing . . . . , 
Public utilities: Gas and electricity mfg. 

Street railways . 

Telephone service 
Slaughtering and meat packing . 

Total] , 



" 2 


2,872 


8,616 


3 


2,192 


6,576 


3 


453 


1,359 


2 


1,851 


5,553 


I 


1,173 


3,519 


6 


12,902 


38,706 


2 


817 


2,451 


II 


5y73^ 


17,208 


3 


577 


1,731 


2 


2,351 


7,053 


2 


6,881 


20,643 


7 


7,355 


22,065 


I 


4,353 


13,059 


45 


49,513 


148,539 



2 
3 
3 
2 
I 
6 
2 
II 

3 

2 
2 

7 

I 



45 



210 
256 
825 

174 
102 

431 
310 

1,051 
583 
303 
671 

11,054 
866 



16,836 



630 
768 

2,475 
522 

1,306 

1,293 
930 

3,153 

1,749 
909 

2,013 
33,162 

2,598 



50,508 



LABOR MOBILITY OF MALE AND FEMALE EMPLOYEES 

The results of a special study of the relative labor mobility 
among males and females are given in Tables 17 a and 17 &, 
which show the labor change numbers and rates for each sex 
and industry group for the 45 firms reporting the necessary data 
for 1917-18. In the period covered by the table, female workers 
made up about one-fourth of the aggregate working personnel of 



LABOR MOBILITY IN INDIVIDUAL PLANTS 67 



17 a 

Industry Group, 191 7-18 



NxjMBER OF Labor Changes 



Accessions 



Separations 



Flux 



Industry Group 



4,708 


5,421 


10,129 


6,569 


6,346 


12,915 


928 


934 


1,862 


4,319 


5,639 


9,958 


4,483 


4,449 


8,932 


13,256 


12,818 


26,074 


1,182 


1,198 


2,380 


18,403 


19,019 


37,422 


556 


633 


1,189 


1,135 


1,194 


2,329 


5,772 


7,222 


12,994 


5,263 


8,229 


13,492 


17,320 


15,340 


32,660 


83,894 


88,442 


172,336 



Males 

Automobiles and parts 

Chemical industries and refineries 

Clothing and textile mfg. 

Furniture and millwork 

Leather and rubber goods 

Machinery mfg. 

Mercantile establishments 

Miscellaneous metal products mfg. 

Printing and pubHshing 

Public utilities: Gas and electricity mfg. 
Street railways 
Telephone service 

Slaughtering and meat packing 



Total 



Females 



370 


250 


620 


Automobiles and parts 


300 


229 


529 


Chemical industries and refineries 


1,062 


1,272 


2,334 


Clothing and textile mfg. 


733 


692 


1,425 


Furniture and millwork 


376 


140 


516 


Leather and rubber goods 


859 


720 


1,579 


Machinery mfg. 


314 


255 


569 


Mercantile establishments 


2,792 


2,281 


5,073 


Miscellaneous metal products mfg. 


440 


529 


969 


Printing and publishing 


811 


228 


1,039 


Public utilities : Gas and electricity mfg. 


487 


315 


802 


Street railways 


9,969 


9,477 


19,446 


Telephone service 


2,694 


2,078 


4,772 


Slaughtering and meat packing 


21,207 


18,466 


39,673 


Total 



the forty-five establishments. However, in two of the thirteen 
industry groups — clothing and textile manufacturing and tele- 
phone service — the women far outnumbered the men. It is also 
to be noted that, in several cases, the number of women workers 
reported is so small that it is scarcely prudent to attempt general- 
ization. This is especially true where data are shown for only one 
or two establishments, as, for example, in the case of leather and 
rubber goods, furniture and millwork and automobiles and parts. 



68 



LABOR TURNOVER IN INDUSTRY 



TABLE 
Labor Mobility by Sex 









Both 


Industry Group 


Number 
OF Estab- 
lishments 


Number of 
Full- year 
Workers 


Total 
Labor Hours 
(Thousands) 


Automobiles and parts 
Chemical industries and refine 
Clothing and textile mfg. . 
Furniture and millwork . 
Leather and rubber goods 
Machinery mfg. 


ries 




2 

3 
3 

2 
I 

6 

2 
II 

3 

2 
2 

7 

I 


3,082 
2,448 
1,278 
2,025 
1,275 
13,333 
1,127 

6,787 
1,160 
2,654 
7,552 
18,409 
5,219 


9,246 

7,344 

3,834 

6,075 

3,825 

39,999 

3,381 

20,361 

3,480 

7,962 

22,656 

55,227 

15,657 


Mercantile establishments 
Miscellaneous metal products 
Printing and publishing . 
Public utilities: Gas and electr 
Street railway 
Telephone ser 
Slaughtering and meat packin 


mfg. . 

icity mfg. 
s . 

v^ice . , 
g . . 


Total 




45 


66,349 


100,047 







Rate per Full- 





Males 


Females 




Acces- 
sion 


Separa- 
tion 


Flux 


Acces- 
sion 


Separa- 
tion 


Flux 


Automobiles and parts 
Chem. industries and refineries 
Clothing and textile mfg. 
Furniture and millwork . 
Leather and rubber goods 

Machinery mfg 

Mercantile establishments . 
Miscel. metal products mfg. . 
Printing and publishing . . 
Public utilities: 

Gas and electricity mfg. . 

Street railways 

Telephone service 
Slaughtering and meat packing 


1.65 
3.00 
2.04 
2.34 
3.81 
1.02 
1.44 
3.21 
.96 

.48 

.84 

.72 

3.99 


1.89 - 
2.88^ 
2.07 V 
3.06 
3.78 ^ 

.99 
1.47^ 
3.33 
I. II 

.51 
1.05 , 
I. II . 
3.51 . 


3.54 
5.88 
4.11 
540 
7-59 
2.01 
2.91 

6.54 

2.07 

.99 
1.89 
1.83 
7.50 


1.77 
1. 17 
1.29 
4.20 

3-69 
1.98 
1.02 
2.67 
.75 

2.68 
.72 
.90 

3.12 


1.20 

.90 

1.53 

3.99 V 

1.38 

1.68 . 

.81 
2.16 

.90 

.75 . 
.48 
.87 
2.40 


2.97 
2.07 
2.82 
8.19 

5.07 
3.66 
1.83 
4.83 
1.65 

343 
1.20 

1.77 
5.52 


Total 


1.68 


1.80 


348 


1.26 


I. II 


2.37 



LABOR MOBILITY IN INDIVIDUAL PLANTS 69 

17 b 

AND Industry Group, 191 7-18 



Sexes 




NtJMBEE 


. OF Labor Changes 


Industrial Group 


Accessions 


Separations 


Flux 




5,078 


5,671 


10,749 


Automobiles and parts 


6,869 


6,575 


13,444 


Chemical industries and refineries 


1,990 


2,206 


4,196 


Clothing and textile mfg. 


5,052 


6,331 


11,383 


Furniture and millwork 


4,859 


4,589 


9,448 


Leather and rubber goods 


14,115 


13,538 


27,653 


Machinery mfg. 


1,496 


1,453 


2,949 


Mercantile establishments 


21,195 


21,300 


42,495 


Miscellaneous metal products mfg. 


996 


1,162 


2,158 


Printing and publishing 


1,946 


1,422 


3,368 


Public utilities: Gas and electricity mfg. 


6,259 


7,537 


13,796 


Street railways 


15,232 


17,706 


32,938 


Telephone service 


20,014 


17,418 


37,432 


Slaughtering and meat packing 


105,101 


106,908 


212,009 


Total 



year Worker 



Both Sexes 




Acces- 


Separa- 


Flux 




sion 


tion 






1.65 


1.83 


3.48 


Automobiles and parts 


2.82 


2.70 


5-52 


Chemical industries and refineries 


1.56 


1.74 


3-30 


Clothing and textile mfg. 


2.49 


3.12 


5.61 


Furniture and millwork 


3.81 


3.60 


741 


Leather and rubber goods 


1.05 


1.02 


2.07 


Machinery mfg. 


1.32 


1.29 


2.61 


Mercantile establishments 


3.12 


3.15 


6.27 


Miscellaneous metal products mfg. 


.87 


.99 


1.86 


Printing and publishing 
Public utilities: 


.72 


.54 


1.26 


Gas and electricity mfg. 


.84 


.99 


1.83 


Street railways 


.84 


.96 


1.80 


Telephone service 


3.84 


3.33 


7.17 


Slaughtering and meat packing 


1.59 


1.62 


3.21 


Total 



70 LABOR TURNOVER IN INDUSTRY 

The figures indicate that the mobiKty rates for females are on 
the whole considerably lower than for males. It is a rather signifi- 
cant fact that whenever the mobility rates of the males are high 
the mobiUty rates of the females are also high. The combined 
rates of the 45 estabhshments here studied show the separation 
rate of the males to be sHghtly higher than the accession rate, 
while the accession rate of the females is greater than the separa- 
tion rate. This is, of course, due to the influx of women into 
industries during that period. In general, the rates shown here 
reveal primarily the effect of war-time changes in industry 
and cannot be said to offer conclusive evidence that shifting is 
generally less among women. These figures must be used with 
certain reservations, since the comparison of the mobility 
between males and females is not made invariably between 
employees in the same occupation and doing similar work. 
This is especially noticeable in industry groups in which the 
female labor force constitutes only a small fraction of the total 
working force and is composed almost entirely of clerical em- 
ployees. 

DAY AND NIGHT FORCE 

On the basis of figures secured from a machine tool manufac- 
turing plant the relative responsibility fairly to be assessed 
against the day and night forces, respectively, for the turnover, 
can be fairly closely ascertained. In Table 18 the number of 
labor changes in this establishment and the corresponding rates 
are given for each year from 1916 to 1919, inclusive. 

From these figures it may be seen that, over the 4-year period, 
1916-19, the flux rate per full-year worker for the day force was 
2.25, that of the night force 6.27, and that of the day and night 
forces combined 3.06. The mobility of the night force is nearly 
three times as great as that of the day force and the former is, 
therefore, responsible for an extent of mobility entirely out of 
proportion to its strength in the organization. Over the 4-year 
period the night force constituted about 20 per cent of the total 
working force, but is chargeable with nearly 45 per cent of the 



LABOR MOBILITY IN INDIVIDUAL PLANTS 71 

total labor changes. The greater shifting among the night 
workers thus causes the flux rate for the establishment as a whole 
to be 35 per cent higher than it would be if the changes in the 
night force were in equal proportion with those of the day force. 

TABLE 18 
Labor Mobility of Day and Night Forces of a Machine-tool Manufac- 
turing Establishment (No. 35-144), by Years, 191 6-19 



Year 


Number of 
Full-year 
Workers 


Total 
Labor Hours 
(Thousands) 


Number of Labor Changes 


Accession 


Separation 


Flux 




Day Force 


1916 . . . 

1917 . . . 

1918 . . . 

1919 . . . 


806 
892 

950 
780 


2,418 
2,676 
2,850 
2,340 


1,251 
1,124 

1,087 

547 


955 
956 

1,283 
494 


2,206 
2,080 
2,370 
1,041 


Total . . 


3,428 


10,284 


4,009 


3,688 


7,697 




Night Force 


1916 . . . 

1917 . . . 

1918 . . . 

1919 . . . 


225 
220 
257 
143 


675 
660 

771 
429 


838 
816 
662 
415 


764 

749 
803 

244 


1,602 

1,565 

1,465 

659 


Total . . 


845 


2,535 


2,731 


2,560 


5,291 




Total Working Force 


1916 . . . 

1917 . . . 

1918 . . . 

1919 . . . 


1,031 

1,112 

1,207 

923 


3,093 
3,336 
3,621 
2,769 


2,089 
1,940 

1,749 
962 


1,719 

1,705 

2,086 

738 


3,808 
3,645 
3,835 
1,700 


Total . . 


4,273 


12,819 


6,740 


6,248 


12,988 




Rate per Full-year Worker 




Day Force 


Night Force 


Total Working Force 




Acces- 
sion 


Sepa- 
ration 


Flux 


Acces- 
sion 


Sepa- 
ration 


Flux 


Acces- 
sion 


Sepa- 
ration 


Flux 


1916 . . . 

1917 . . . 

1918 . . . 

1919 . . . 


1.56 

1.26 

1. 14 

.69 


I.17 
1.08 

1.35 
.63 


2.73 
2.34 
2.49 
1.32 


3.72 
3-72 
2.58 
2.91 


3.39 
3.39 
3.12 
1. 71 


7.11 
7.11 
5.70 
4.62 


2.04 

1.74 
1.44 

1.05 


1.68 

1.53 

1.74 

.81 


3.72 
3.27 
3.18 
1.86 


Total . . 


1. 17 


1.08 


2.25 


3.24 


3.03 


6.27 


1.59 


1.47 


3.06 



k 



72 LABOR TURNOVER IN INDUSTRY 

LABOR MOBILITY OF SKILLED AND UNSKILLED EMPLOYEES 

Of some interest in the study of turnover is a consideration of 
the relative instability of the skilled and unskilled. It is generally 
known that common or unskilled labor is less stable than skilled 
labor, but extensive figures are not available to show just how 
much less stable it is. On the basis of figures furnished by a 
number of industrial plants it is possible to compare skilled and 
unskilled employees both for the war period and the period im- 
mediately preceding the war. The figures are presented in 
Table 19. 
^; The labor mobility rates for the two classes of labor show that 
in both periods unskilled labor was much more unstable than 
skilled labor. Moreover, this excess of instability on the part of 
the unskilled was much greater in the war than in the pre-war j I 
period. In the latter period the mobility rates of the unskilled 
were more than double the rates for the skilled. In 191 7 the 
mobility rates of the unskilled were three times as great as those 
of the skilled. In the earlier period there was, among the skilled, 
slightly more than one labor change for each skilled member of 
the working force of the twenty-two plants and nearly three 
changes in unskilled jobs for each unskilled worker. In 191 7-18 
there were nearly three skilled-labor changes for each skilled 
worker and about nine unskilled-labor changes for each unskilled 1^ 
worker.i ^>y 

In answer to a question addressed to a large number of estab- 
lishments regarding the occupation or department in which the 
labor changes were greatest or least during the war period and the 
reason why, the almost unanimous opinion expressed was that 
the greatest shifting was taking place in departments in which the 
bulk of the employees were classified as common labor. The 
least shifting was reported to be taking place mainly "among 
the highly skilled employees who were earning big money and 

1 See also Tables 24 and 39, where additional figures are given on turnover 
among skilled and unskilled workers. 



LABOR MOBILITY IN INDIVIDUAL PLANTS 73 

had long records of continuous service.'' The extremely large 
number of labor changes among the unskilled workers was due, 
it was repeatedly stated, to the fact that during the war period 

TABLE 19 

Labor Mobility of Skilled and Unskilled Workers, 19 13-15 and 191 7-18 

[10 establishments reporting for 1913, 5 for 1914, and 7 for 1915; 10 establishments 
reporting for year ending May 31, 191 8] 

Source: Report on "Mobility of Labor in American Industry," 10 Mo. Labor Rev.y 
1352. Rates shifted to full-year worker basis 





Number of 
Full-year 
Workers 


Total 
Labor Hours 


Labor Changes 


Class of Workers 


Accession 


Separation 


Flux 




Number 


19x3-15 

SkiUed . . . 
UnskiUed . . 


24,733 
15,660 


74,199,000 
46,980,000 


14,848 
20,042 


16,484 
22,251 


31,332 
42,293 


Total . . 


40,393 


121,179,000 


34,890 


38,735 


73,625 


1917-18 

SkiUed . . . 
UnskUled . . 


16,169 
4,408 


48,507,000 
13,224,000 


21,919 
19,661 


24,830 
19,203 


46,749 
38,864 


Total . . 


20,577 


61,731,000 


41,580 


44,033 


85,613 






Rate per Full-year Worker 


1913-15 

SkUled . . . 
UnskiUed . . 


.60 
1.29 


.66 
1. 41 


1.26 
2.70 


Total . . 


.87 


.96 


1.83 


1917-18 

SkiUed . . . 
UnskiUed . . 


1-35 

4.47 


1.53 
4.35 


2.88 
8.82 


Total . . 






2.01 


2.13 


4.14 



the demand for cominon labor was so great that at frequent 
intervals actual shortages of this kind of help were felt. The 
ensuing shortages resulted in a sharp competition for common 



74 LABOR TURNOVER IN INDUSTRY 

labor; employers outbid each other in order to obtain it, and 
the workers, taking advantage of the situation, shifted from 
plant to plant and city to city in enormous numbers. The com- 
petition for help was carried on mainly by means of extensive 
newspaper advertising. The advertisements were so alluring 
that, as one large employer put it, ^^day workers were looking for 
new positions during the evening and night workers during the 
day.'^ 

OCCUPATIONAL INCIDENCE OF LABOR MOBILITY 

It is apparent that the mobility rates as shown for an establish- 
ment as a whole do not quite accurately reflect the conditions 
within the establishment, for the reason that the shifting may be 
largely confined to a single occupation or a group of occupations. 
To bring out the real significance of the mobility situation, 
therefore, further classification is necessary. Probably the most 
significant classification of mobility in individual establishments 
and one which best brings out the exact responsibility for the 
labor changes in the working force is that based upon occupations 
or jobs, or a classification in which the mobility figures are at 
least kept in relation to certain groups within the working force 
doing somewhat identical work and having similar working 
conditions. The advantage of such a classification lies in the 
fact that it makes it possible to particularize the analysis of 
existing conditions in the plant and trace the influence upon 
stability of the nature of the work and the general conditions of 
employment of each occupation or group of occupations. Table 
20 shows the occupational responsibility for labor instability in 
one of the largest car-building establishments in the United 
States.^ 

This table shows how greatly the mobility rates of the different 
occupational groups vary from the rates as a whole. For exam- 

^ It was obviously impracticable to classify the labor changes by distinct oper- 
ations — of which tliefe were over 700 in this establishment — but the predomi- 
nant and numerically most important in each department were carefully chosen, 
and are here designated as principal occupations. 



LABOR MOBILITY IN INDIVIDUAL PLANTS 75 

pie, the flux rate of the total working force of this establishment 
is 5.40 while at the same time the rate for one occupation, pattern 
makers, is 1.05 and for another, riveters, is 11.76. The figures 
of this establishment also show that, although for the estab- 
lishment as a whole there has been an excess of separations 
over accessions, this applies only to some of the occupational 
groups, while others show the number of accessions to be greater 
than the number of separations, resulting in corresponding 
changes in the mobility rates. It is stated by the company that 
the influence of uncertainty in obtaining materials and certain 
demoralizing labor conditions are reflected in the high mobility 
rates of shearsmen, punch-press and power-press operators, bolt 
makers, and car-body builders. The high shifting frequency of 
car truck builders and car steam fitters is due to seasonal fluc- 
tuations. Assemblers, filers and welders, molders, wood- 
machine operators and upholsterers show high mobility rates 
because of the reduction in their number. The highest rates of 
labor change are found among the riveters and laborers. Both 
these groups of workers are regarded by the management as. 
being of the floater type, which is a t5T)e very difficult to manage.. 
The marked instability of workers in certain occupations in this, 
establishment may be explained by the fact that, during the: 
period for which figures are shown, shipbuilding on the Great 
Lakes received a great impetus and the type of worker employed 
in car building could readily be absorbed in shipbuilding plants.. 
The relatively higher wages paid in the shipbuilding industry nO' 
doubt attracted many employees from this and other establish- 
ments.i 

^ See also Table 31, below, where are shown monthly flux rates for the same plant;, 
over the same 12-month period, and for some of the same occupations represented, 
in Table 20. 



76 



LABOR TURNOVER IN INDUSTRY 



TABLE 

Labor Mobility in a Car-building 

By Occupations, for Year 



Occupations 



Air-brake construction men . 

Assemblers, filers and welders 

Bevelers, glaziers and silverers 

Blacksmiths 

Bolt makers 

Bookkeepers, clerks, etc. 

Cabinet makers 

Car body builders 

Car bottom builders 

Car electricians 

Car inspectors 

Carpenters 

Car platform builders 

Car steam fitters . 

Car truck builders 

Die and tool makers 

Draftsmen . 

Engineers and firemen 

Hammersmiths 

Inside car finishers 

Inside car trimmers 

Laborers 

Machinists, bench machinists. 

Mechanical engineers 

Millwrights . . 

Molders . . . 

Painters 

Pattern makers 

Printers 

Riveters 

Rolling mill helpers 

Roof fitters 

Shearsmen, punch-press op't's, etc 

Shop electricians .... 

Shop steam and water fitters 

Superintend's, gen'l foremen, etc 

Template makers . 

Tinners .... 

Upholsterers . 

Watchmen .... 

Wood machine operators 

Total . . . 



etc 



Number of 
Full-year 
Workers 



197 

23 
117 

40 

229 

167 

871 

103 

186 

25 

72 

31 

118 

155 

158 

SS 

59 
no 
261 
211 
1,140 
466 

26 
146 

49 
517 

18 

9 
139 

90 

179 

446 

57 

47 

71 

37 

152 

223 

89 

153 

7,287 



Total 

Labor 

Hours 

(Thousands) 



24 

591 

69 

351 
120 
6S7 
501 
2,613 

309 

558 

75 

216 

93 
354 
465 
474 
264 
177 
330 
783 
^33 
3A20 

1,398 

78 

438 

147 

1,551 

54 

27 

417 

270 

537 
1,338 
171 
141 
213 
III 
456 
669 
267 
459 

21,861 



Labor 



Number 



Accessions Separations 



13 
175 

35 
135 
^33 
257 
157 
3,394 

94 
395 

II 
120 

42 
376 
356 
228 

38 
160 
127 
190 

157 
6,166 
622 
23 
423 
142 
890 

5 
16 

763 

55 

271 

1,395 

143 

88 

76 

40 

199 

297 

240 

390 

18,837 



21 
441 

44 
156 
119 

259 
242 

3y3^3 

134 

494 

8 

108 

56 
384 
379 
230 

88 
146 
164 
328 
210 
6,186 
803 

25 
401 

173 
1,076 

14 
15 

877 
63 

3^3 
1,576 

133 
77 
98 
59 

214 

463 
243 
389 

20,642 



LABOR MOBILITY IN INDIVIDUAL PLANTS 77 



20 

Plant (Establishment No. 102) 

Ending May 31, 1918 



Changes 


* 




Full 


Rate, per 
-YEAR Worker 


Occupations 


Total 


Acces- 
sion 


Separa- 
tion 


Flux 




34 


1.62 


2.64 


4.26 


Air-brake construction men 


616 


.S7 


2.25 


3.12 


Assemblers, filers and welders 


79 


1.53 


1.92 


345 


Bevelers, glaziers and silverers 


291 


1. 16 


1.33 


249 


Blacksmiths 


252 


3'3S 


2.97 


6.30 


Bolt makers 


516 


I. II 


I.14 


2.25 


Bookkeepers, clerks, etc. 


399 


.94 


145 


2.39 


Cabinet makers 


6y777 


3.90 


3.87 


7-77 


Car body builders 


228 


.91 


1.30 


2.21 


Car bottom builders 


889 


2.13 


2.64 


4.77 


Car electricians 


19 


•44 


.32 


.76 


Car inspectors 


228 


1.67 


1.50 


3.17 


Carpenters 


98 


1.36 


1.80 


3.16 


Car platform builders 


760 


3-19 


3.25 


6.44 


Car steam fitters 


7SS 


2.29 


2.45 


4-74 


Car truck builders 


458 


1.44 


1.46 


2.90 


Die and tool makers 


126 


.42 


.99 


1.41 


Draftsmen 


306 


2.71 


2.48 


5-19 


Engineers and firemen 


291 


1. 14 


1.50 


2.64 


Hammersmiths 


518 


.72 


1.26 


1.98 


Inside car finishers 


367 


.75 


.99 


1.74 


Inside car trimmers 


12,352 


540 


540 


10.80 


Laborers 


1,425 


1.32 


1. 71 


3-03 


Machinists, bench machinists, etc. 


48 


.87 


.96 


1.83 


Mechanical engineers 


824 


2.88 


2.73 


5.61 


Millwrights 


315 


2.88 


3.54 


6.42 


Molders 


1,966 


1. 71 


2.07 


3.78 


Painters 


19 


.27 


.78 


I -05 


Pattern makers 


31 


1.77 


1.65 


342 


Printers 


1,640 


546 


6.30 


11.76 


Riveters 


118 


.60 


.69 


1.29 


Rolling mill helpers 


634 


1.50 


2.01 


3-51 


Roof fitters 


2,971 


3.12 


3.54 


6.66 


Shearsmen, punch-press operators, etc. 


276 


249 


2.34 


4.83 


Shop electricians 


165 


1.86 


1.62 


348 


Shop steam and water fitters 


174 


1.08 


1.38 


2.46 


Superintendents, general foremen, etc. 


99 


1.08 


1.59 


2.67 


Template makers 


413 


1.29 


1. 41 


2.70 


Tinners 


760 


1.32 


2.07 


3-39 


Upholsterers 


483 


2.70 


2.73 


543 


Watchmen 


779 


2.55 


2.55 


5.10 


Wood machine operators 


39,479 


2-58 


2.82 


540 


Total 



CHAPTER VI 

Types of Separation and Causes of Turnover* 

The reasons for employees leaving the service of an industrial 
establishment may be traced back either to purely voluntary 
action on their part, generally caused by dissatisfaction with the 
prevailing conditions of employment, or to action initiated by 
the employer and due either to curtailment of industrial activities 
or to dissatisfaction with the services of certain of his employees. 
Separations occurring on the employee's own initiative are re- 
ferred to in these pages as voluntary separations or quits; and 
those resulting from the affirmative action of the employer are 
referred to as lay-offs or discharges, as the circumstances indicate. 
In attempting to get some conception of the relative responsibility 
of the various influences bearing upon the mobility of labor it is 
highly important to give some special consideration to each of 
these three types of separations. In the figures presented here 
on the nature of separations, ^^ quits" are taken to include all 
voluntary separations, including withdrawals due to death, 
marriage, etc. 

Discharges nearly always mean dismissal *4or cause," which 
presupposes some form of incapacity for the work or at least 
what is believed to be some defect in the character of the em- 
ployee. Under lay-offs are grouped those who are "let out" 
either temporarily or permanently whether because of the com- 
pletion of the job or because of shortage of the particular work 
at which the laid-off employee was engaged. Lay-offs are not 
voluntary separations and have nothing to do with the character 
of the employee. Lay-offs, moreover, seldom are made for a 

* This chapter reproduced by permission, and with some modification, from the 
authors' article on "The Causes of Labor Turnover," 2 Administration, 649-667 
(November, 1921). 

78 



Separation and causes of turnover 79 

definite length of time, and a large proportion of laid-off em- 
ployees, as a matter of fact, never return to the same establish- 
ment from which they were laid off. 

In Table 21 are given the number, rate per full-year worker, 
and the percentage distribution of all separations, of employees 
discharged, laid off, and leaving voluntarily. Figures are shown 
for each year from 1910 to 1915 inclusive and for the 12-month 
period ending May 31, 1918. 

The arresting fact shown in the following rate and percentage 
distribution figures is that the great bulk of all separations to-day, 
as in 1910, is due to voluntary leaving. It also appears from these 
figures that periods of industrial prosperity are reflected in rela- 
tively low, and periods of depression in relatively high, propor- 
tions of lay-offs to total separations, and that the lay-off rate is 
the most sensitive of the three separation rates to changing 
industrial conditions. Thus, in 1914, when the ratio of quits to 
total separations was lower than at any other time during the 
period covered by the figures, the proportion of lay-offs was 
higher than at any other time, constituting nearly one third 
(31 per cent) of all separations, while in the immediately pre- 
ceding year 19 13 lay-offs made up only 7 per cent of all separa- 
tions. The rate figures indicate that it is not alone the proportion 
but also the actual rate of lay-off which is thus affected by busi- 
ness activity and depression, the lay-off rate for 1913 being .10, 
a relatively low figure, and for 1914, .25, per full-year worker, 
which is an exceedingly high rate for lay-offs. 

The discharge rate is evidently subject to less extreme fluc- 
tuations than the lay-off rate, and it makes up from year to 
year a more constant proportion of the total separations. There 
appears, moreover, to be a rather definite relation between 
the accession and discharge rates, due, possibly, to the process of 
selection which goes on when new workers are taken on in large 
numbers. The consequence of the stimulating effect of business 
prosperity in boosting the voluntary leaving rates may be seen 
in the high rates of total separation, in spite of the fact that the 



8o 



LABOR TURNOVER IN INDUSTRY 



lay-off rates are relatively low. In periods of depression both 
the rates and the proportions of lay-off and discharge are higher 
than in periods of prosperity. This is due to the fact that when 



TABLE 

Type of Separation (Discharge, Lay-ofp or Voluntary Quitting) 

and for the 12-month period 

(Source: Report on "Mobility of Labor in American Industry.'^ 



Year 



1910 . 

1911 . . . 

1912 . . . 

1913 • . ♦ 

1914 . . . 

1915 . . . 
1917-18 . . 

Total 



Number 
OF Estab- 
lishments 



7 
13 
20 

35 

50 

28 

108 



261 



Number of 
Full-year 
Workers 



23,273 

56,577 

72,526 

134,823 

118,195 

78,984 

207,303 



Total 
Labor Hours 



69,819,000 
169,731,000 
217,578,000 
404,469,000 
354,585,000 
236,952,000 
621,909,000 



691,681 2,075,043,000 



1910 . . . 

1911 . 

1912 . 

1913 . . • 

1914 . . . 

1915 • . . 
1917-18 . 

Total 



Percentage of Total Separations Due to — 



Discharge 



15 
TQ 

20 

17 
20 
16 
14 



16 



Lay-off 



3 

10 

6 

7 

31 

20 



Voluntary 
Separation 



82 
71 
74 
76 
49 
63 
79 



73 



depression sets in there are unusually large numbers laid oflF and 
employees are discharged more freely than would be the case 
when labor is urgently needed. 

The influence of the prevailing industrial conditions not only 
upon the separation rate as a whole but more specifically upon 
the three types of separation — quitting, lay-oflf, and discharge, 



SEPARATION AND CAUSES OF TURNOVER 



8i 



which make up this rate — is shown in Table 2, on page 16, 
which gives the trend, from 191 2 to 1919, of accession (hiring) 
and classified separation rates in a middle western metal products 

21 

OF Employees Leaving, by Years from 1910 to 1915, Inclusive, 
Ending May 31, 1918 

10 Mo. Labor Rev.y 1354. Rates shifted to full-year worker basis) 





Separations 






Accessions 


Discharges 


Lay-offs 


Voluntary 
Separations 


Total 




15,936 


2,608 


514 


14,230 


17,352 


I9IO 




53,506 


9,837 


5,082 


35,716 


50,635 


I9II 




78,843 


13,628 


4,057 


49,806 


67,491 


I912 




182,276 


32,094 


13,334 


141,035 


186,463 


I913 




82,585 


19,565 


29,737 


46,660 


95,962 


I914 




50,421 


6,946 


8,536 


26,862 


42,344 


I915 




393,164 


51,400 


29,833 


299,157 


380,390 


1917-18 

Total 




856,731 


136,078 


91,093 


613,466 


840,637 






Rate, per 


Full-year Worker, of 










Separation 




Accession 














Discharge 


Lay-off 


Voluntary 
Separation 


Total 






.68 


.11 


.02 


.61 


.74 


1910 




.95 


.17 


.09 


.63 


.89 


1911 




1.09 


.19 


.06 


.69 


.94 


1912 




1.35 


.24 


.10 


1.05 


1.39 


1913 




.70 


.17 


.25- 


.40 


.82 


1914 




.64 


.09 


.11 


.34 


.54 


1915 




1.90 


.25 


.14 


1.44 


1.83 


1917-18 
Total 




1.24 


.20 


.13 


.89 


1.22 





manufacturing plant. This trend, in so far as the separation 

rates are concerned, is shown graphically in Chart E, on page 83.1 

Perhaps the most striking fact brought out by this chart is the 

very close v^ay in which the quitting rate parallels the total 



^ Chart reprinted by permission from the authors' article on 
Turnover," Administration, November, 1921. 



' Causes of Labor 



82 LABOR TURNOVER IN INDUSTRY 

separation rate, the margin being relatively wide in periods of 
depression and relatively narrow in periods of great industrial 
activity. At the points where the separation rate generally 
declines, the lay-off rate shows, at first, a decided upward trend, 
but the discharge rate declines even more rapidly than the sepa- 
ration rate as a whole. In the period of increasing industrial 
activity, especially during the war period, the discharge rate rims 
along at about the same relatively low level, while the lay-off 
rate steadily declines, reaching its lowest point at a period which 
marks the peak of activity in this plant. 

The form of the lay-off rate curve in the early part of the 
seven-year period shows that it was the great increase in the num- 
ber laid off in the latter part of 1914 that raised the separation 
rate during that time so considerably above the accession rate. 
This shows how inaccurate the separation curve would be if taken 
to measure '' turnover " — unless that term is to be used in refer- 
ence to something entirely different from the amount of change in- 
volved in maintenance, that is to say — replacement. Almost 
tlje whole margin, in this part of the period, between the separa- 
tion and accession rates is due to increased lay-offs, i.e., to a 
(more or less) permanent decrease in the size of the standard 
working force.^ Remarkable reductions took place during the 
first three and a half years, in both the quitting and discharge 
rates. When the war began in Europe this establishment had, 
apparently, gone a long way toward the elimination of discharges 
as a factor in turnover. In the three years from 191 2 to 191 5, 
it reduced its rate of discharge from .25 to .05 per full-year worker, 
or 80 per cent. But during the war period from December 31, 
1915, to April 30, 1919, the discharge rate increased 400 per cent. 
The most important pre-war reduction is, of course, in the quit- 
ting rate, because the quitters are responsible for the bulk of the 
turnover. This company's quitting rate went down from 1.23 
in January, 1912, to .36 in June, 1915, — a decline of 71 per cent. 
But the quitting rate increased 271 per cent between the year 

* Compare Chart A above, p. 19. 





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^ 







84 LABOR TURNOVER IN INDUSTRY 

ended December 31, 1915, and the year ended April 30, 1919. It 
is quite evident, as has been pointed out, that it is the quitting 
rate which primarily determines the total separation rate. 

The disturbing effect of war conditions is very evident. Both 
accession and separation rates had risen in 19 18 to points far 
above the high points of the 1912-1915 period. An examination 
of the accession rate and the different separation rates (shown in 
Table 2) indicates that the war pushed all rates except the lay-oflf 
rate well above the remarkably low points reached in 1915. 
Worse yet, the charts show that it pushed all except the lay-off 
and discharge rates up to a point even higher than the maxi- 
mum rates of 191 2, so that total separation and accession rates 
and the replacement rate,^ which in this case is identical with the 
separation rate, rose to points never before reached within the 
period covered by the figures reported. It is interesting to note 
the effect of the war on the lay-off rate. During the period 
1912-1915 it was reduced 28 per cent. War conditions appar- 
ently greatly accelerated this reduction and showed a lay-off 
rate of .08 per full-year worker for the year ended May 31, 1918, 
as compared with .31 for the year 191 5, — a reduction of 77 per 
cent. But in the latter part of 1 918, the lay-off rate began to rise 
and the rate for the year ending April 30, 1919, stood at .67, the 
highest it had been since 1915. Despite the increased war de- 
mand for labor, the discharge rate increased from .05 in 191 5 to 
.17 in 1 918, — an increase of 240 per cent. It has continued to 
rise, and stood at .25 for the year ended April 30, 1919. 

The proportions of the total separations in industrial establish- 
ments due to discharge, lay-off, and (voluntary) quitting in the 
period 1913-14, and to discharge, lay-off, entry into military 
service, and quitting in 1917-18, are shown in Table 22. 

It is evident that the war period brought about a considerable 

decrease in the proportion of discharges and in the nvimber of 

estabhshments having a heavy proportion of separations due to 

discharges. The war period had the same effect upon lay-offs, 

1 Shown on Chart A, page 19. 



SEPARATION AND CAUSES OF TURNOVER 






but, on the contrary, it brought about a great increase in the 
number of estabhshments having a heavy proportion of separa- 
tions due to voluntary leaving. The figures of Table 22 for 
sixty-six establishments reporting in 1 913-14 and one hundred 

TABLE 22 
Number of Establishments in which Classified Proportions of the Total 
Separations Are Attributable, Respectively, to Discharge, Lay-off, 
Entry into Military Service, and Voluntary Quitting, 1913-14 and 
1917-18 



Percentages of 
Total Separations 


Number of Establishments 
Having Classified 

Percentages of the Total 
Separations Due to 
Employees Having — 


Percentage of 
Total Separations 




Number of Es- 
tablishments 
Having Clas- 
sified Per- 
centages OF 
THE Total 




Been 
Dis- 
charged 


Been 
Laid 
Off 


Entered 
Military 
Service 




Separations 
Due TO Em- 
ployees Hav- 
ing Quit 


1913-14 

5 or less 
Over 5 to 10 
Over 10 to 15 
Over 15 to 20 
Over 20 to 25 
Over 25 to 30 
Over 30 . . 




6 

7 
13 
6 
6 
9 
19 


8 

10 
6 

4 
2 

18 


— 


40 or less 
Over 40 to 50 
Over 50 to 60 
Over 60 to 70 
Over 70 to 80 
Over 80 to 90 
Over 90 to 100 




13 
II 
12 

7 
II 

9 

3 


Total . . 


66 


48 


— 


Total . . 


66 


1917-18 




5 or less . . 
Over 5 to 10 
Over 10 to 15 
Over 15 to 20 
Over 20 to 25 
Over 25 to 30 
Over 30 . 




24 

39 
22 

13 
5 
3 

I 


34 
15 
6 
I 
2 
5 
5 


43 

49 

5 

7 

I 


40 or less 
Over 40 to 50 
Over 50 to 60 
Over 60 to 70 
Over 70 to 80 
Over 80 to 90 
Over 90 to 100 




3 

4 

6 

18 

31 

37 

9 


Total . 




107 


68 


105 


Total . 




108 



and seven reporting in 191 7-18 indicate that discharges in 1918 
made up over 30 per cent of all separations in less than i per cent 
of the establishments reporting, whereas in 1913-14 they bulked 
that large in nearly one-third of the establishments reporting. 



86 



LABOR TURNOVER IN INDUSTRY 



TABLE 
Number and Rate per Full-year Worker of Employees Discharged, 

BY Industry Groups, 



Industry Group 



Number 
OF Estab- 
lishments 



Number 

OF 

Full-year 
Workers 



Total 

Labor 

Hours 

(Thousands) 



1913-14 
Automobiles and parts . . . . 
Chemical industries and refineries 
Clothing and textile mfg. . 
Furniture and millwork 
Leather and rubber goods . . . 

Machinery mfg 

Mercantile establishments . 
Miscellaneous metal products mfg. 
Printing and publishing . . . 
Public utilities: 

Gas and electricity mfg. 

Street railways 

Telephone service . . . . 
Slaughtering and meat packing 

Total 

1917-18 

Automobiles and parts . . . . 
Chemical industries and refineries 
Clothing and textile mfg. . . . 
Furniture and millwork 
Leather and rubber goods . . . 

Machinery mfg 

Mercantile establishments . . . 
Miscellaneous metal products mfg. 
Printing and publishing . . . 
Public utilities: 

Gas and electricity'mfg. 

Street railways 

Telephone service . . . , 
Slaughtering and meat packing 

Total 



14 
3 
3 

4 
10 

4 

17 

5 

I 
3 
3 



66 



16 

7 
4 
I 
2 
21 

5 
27 

3 

5 

3 

10 

4 



31,420 
2,900 
2,588 

9,018 
23,039 

7,113 
46,495 

5,566 

650 

15,540 
21,801 



166,130 



68,799 
7,549 
2,098 

275 

4,443 

29,185 

7,362 

15,453 
1,628 

11,566 

8,882 

21,338 

28,725 



94,260 
8,700 
7,764 

27,054 
69,117 

21,339 

139,485 

16,698 

1,950 
46,620 
65,403 



498,390 



206,397 

226,647 

6,294 

825 

13,329 

87,555 

22,086 

46,359 
4,884 

34,698 
26,646 
64,014 
86,175 



108 



207,303 



621,909 



As to the lay-offs, the same figures demonstrate that in 191 7-18 
they constituted over 30 per cent of all separations in less than 8 
per cent of the concerns reporting, but in 1913-14 they made up 
over 30 per cent of all separations in 37 per cent of the establish- 



SEPARATION AND CAUSES OF TURNOVER 



87 



23 a 

Laid Off, Entering Military Service, and Leaving Voluntarily, 

1913-14 AND 1917-18 



Number of Employees Leaving Who - 


- 




Were 


Were 
Laid Off 


Entered 


Left 




Industry Group 


Dis- 


Military 


Volun- 


Total 




charged 


Service 


tarily 
















1913-14 


11,835 


17,366 




21,580 


50,781 


Automobiles and parts 


515 


362 




2,147 


3,024 


Chem. industries and refines 


447 


58 




1,434 


1,939 


Clothing and textile mfg. 
Furniture and millwork 


2,066 


922 




9,117 


12,105 


Leather and rubber foods 


2,664 


5,106 




8,169 


15,939 


Machinery mfg. 


243 


772 




1,322 


2,337 


Mercantile establishments 


7,979 


5,368 




37,422 


50,769 


Miscel. metal products mfg. 


857 


515 




2,307] 


3,679 


Printing and publishing 
Public utilities: 


42 


27 




-^33 


202 


Gas and electricity mfg. 


2,549 






1,797 


4,346 


Street railways 


1,713 


3,924 




5,149 


10,786 


Telephone service 
Slaughter'g and meat pack^g 




34,420 






155,907 


Total 


30,910 




90,577 












1917-18 


14,623 


10,420 


10,599 


93,001 


128,643 


Automobiles and parts 


2,430 


756 


1,175 


20,848 


25,209 


Chem. industries and refines 


264 


22 


61 


2,633 


2,980 


Clothing and textile mfg. 


26 




30 


649 


705 


Furniture and millwork 


902 


52 


440 


9,813 


11,207 


Leather and rubber goods 


3,786 


1,658 


2,959 


33,628 


42,031 


Machinery mfg. 


S37 


3,972 


522 


10,432 


15,763 


Mercantile establishments 


3,932 


896 


2,027 


32,669 


39,515 


Miscel. metal products mfg. 


90 


I 


158 


2,909 


3,158 


Printing and publishing 
Public utilities: 


1,162 


5,624 


1,680 


9,221 


17,687 


Gas and electricity mfg. 


1,697 


55 


951 


5,681 


8,384 


Street railways 


3,354 


2,362 


1,353 


14,795 


21,864 


Telephone service 


18,306 


4,015 


1,645 


39,278 


63,244 


Slaughtering and m't pack'g 


51,400 


29,833 


23,600 


275,557 


3^,390 


Total 



ments. Voluntary quits in 191 8 made up over 80 per cent of all 
separations in nearly half of the establishments reporting, while 
in 1913-14 they constituted this large a proportion in less than 
one-fifth of the concerns reporting. 



88 



LABOR TURNOVER IN INDUSTRY 



TABLE 

Number and Rate per Full-year Worker of Employees Discharged, 

BY Industry Groups, 



Industry Group 



Automobiles and parts . 
Chemical industries and refineries 
Clothing and textile mfg. 
Furniture and millwork . 
Leather and rubber goods 

Machinery mfg 

Mercantile establishments . 
Miscellaneous metal products mfg. 
Printing and publishing . 
Public utilities: Gas and e'ctric'y mfg. 

Street railways . 

Telephone service 
Slaughtering and meat packing . 



Average 



Dis- 
charge 



.38 
.18 

.17 



•23 
.12 

•03 
.17 
.15 
.07 

.17 
.08 



.19 



Rate, per Full- 



Lay- 
off 



Entry 

INTO 

Military 
Service 



Leaving 
Volun- 
tarily 



1913-14 



•55 
.12 
.02 



.10 
.22 
.11 
.11 
.09 
.04 

.18 



.69 
.74 
.56 



I.OI 

.19 
.80 
.41 
.20 
.12 
.24 



.55 



Total 
Sepa- 
ration 



1.62 

1.04 

.75 



1.34 
.69 
.33 

1.08 

.65 
.31 
.29 

.50 



.95 



How the relative proportions of discharges and voluntary sepa- 
rations have changed during the last few years may be seen from 
the figures for a large machine tool manufacturing establishment. 
The percentage of employees leaving voluntarily, as against the 
total number of separations, for each of the three years ended 
June 30, 1916, 1917, and 1918, and for the three-months period, 
July to September, 191 8, inclusive, for the day force, were 
80, 81, 86, and 92, respectively. The percentages of voluntary 
separations for the night force, for the same periods, were 77, 
82, 91, and 96 per cent, respectively. The ratios of discharged 
employees for the day force for the years ending June 30, 191 6, 
1917, and 1918, and the three-months period, July to Sep- 
tember, 1918, inclusive, were 20, 19, 14, and 8 per cent, respec- 
tively. During the same periods the night force showed the 
following percentages of discharges: 23, 18, 9, and 5 re- 



SEPARATION AND CAUSES OF TURNOVER 89 



23 6 



Laid Off, Entering Military Service, and Leaving Voluntarily, 
1913-14 AND 1917-18 



YEAR Worker, of 












Lay- 
off 


Entry 


Leaving 


Total 




Dis- 
charge 


into 
Military 
Service 


Volun- 
tarily 


Sepa- 
ration 


Industry Group 


1917-18 




.21 


•15 


•15 


1-35 


1.86 


Automobiles and parts 


•32 


.10 


.16 


2.76 


3.34 


Chemical industries and refineries 


•13 


.01 


•03 


1.25 


1.42 


Clothing and textile mfg. 


.10 




.11 


2.36 


2.57 


Furniture and millwork 


.20 


.01 


.10 


2.21 


2.52 


Leather and rubber goods 


•13 


.06 


.10 


I-I5 


1.44 


Machinery mfg. 


.11 


•54 


.07 


1.42 


2.14 


Mercantile establishments 


.26 


.06 


.13 


2.12 


2.57 


Miscellaneous metal products mfg. 


.05 


a 


.10 


1.79 


1.94 


Printing and publishing 


.16 


.11 


.06 


.69 


1.02 


Public utilities: Gas and el'ctric'y mfg. 


.10 


.49 


.14 


.80 


1.53 


Street railvi^ays 


.19 


.01 


.11 


.64 


.95 


Telephone service 


.64 


.14 


.06 


1.37 


2.21 


Slaughtering and meat packing 


.25 


.14 


.11 


1.33 


1.83 


Average 



spectively. Qmtting became more frequent; firing much less 
frequent. 

In Tables 23 a and 23 5, the subdivided separation rates are 
classified according to the various industry groups covered in 
the two investigations. 

These figures bring out some rather important and significant 
facts with regard to various industries. It is evident, for exam- 
ple, that mercantile establishments had the minimum discharge 
rate in 19 14 and printing and publishing plants in 191 8 ; the mini- 
mum lay-off rate in 19 14 was in clothing and textiles and in 19 18 
in printing and publishing; and the minimum quitting rate in 
1914 was in the street railway industry and in 1918 in the tele- 
phone service. The maximum discharge rate was in the automo- 
bile industry in 1914 and in the slaughtering and meat-packing 

« Less than .005. v 



90 LABOR TURNOVER IN INDUSTRY 

industry in 1918. The maximum lay-off rate in 1914 was in the 
automobile industry and in 1918 in mercantile establishments, 
and the maximum quitting rate was in leather and rubber goods 
in 1 914 and in chemical industries in 19 18. The figures show, 
furthermore, that in 19 14 in the automobile group discharges 
and lay-offs made up over half of all separations, but that by 1918 
they had been reduced to less than one-fourth of all separations. 
In the miscellaneous metal products industries, discharges and 
lay-offs constituted in 1914 nearly one-third of all separations, 
but by 1 91 8 they had been cut down to about one-eighth of the 
total separations. In mercantile establishments, on the other 
hand, discharges and lay-offs bulk about as heavily among the 
separations in the earlier as in the later period, making up nearly 
half of all separations both then and now. 



An attempt to establish some relation between the particular 
type of separation and the relative skill of the separating em- 
ployee is made in Table 24, in which are classified the returns 
from 22 establishments which reported mobility figures for skilled 
and unskilled employees separately. 1 

The degree of occupational training and skill possessed by the 
employees appears to make little or no difference in the propor- 
tion of quits, discharges, and lay-offs in the total number of 
separations. The percentage distribution figures show that 76 
per cent of the skilled employees and 72 per cent of the unskilled 
employees who left, did so voluntarily; 15 per cent of the skilled 
and 19 per cent of the unskilled were discharged, and 10 per cent 
of the skilled and 9 per cent of the unskilled employees leaving 
were laid off. The situation is quite different, however, with 
regard to the actual rate of separation, the figures indicating 
conclusively that the lay-off, discharge, and quitting rates, and, 
of course, the total separation rate, are each much higher for 
unskilled than for skilled workers, the total separation rate being 

^ Compare also Tables 19 and 39. 



SEPARATION AND CAUSES OF TURNOVER 91 

.66 for skilled and 1.41 for unskilled workers. The subdivided 
separation rates show about the same relation between skilled 
and unskilled, so that it would appear that skilled workers are 
about twice as stable as semiskilled and unskilled ones. 



TABLE 24 

Comparison of Separation Rates of Skilled and Unskilled Employees 
Leaving Voluntarily, Discharged, and Laid Off during One Year 

(1913, 191 4, and 191 5; 22 establishments reporting) 





Separations during Year 




Number 


Rate per 
Full-year Worker i 


Percentage 
Distribution 




Skilled 


Unskilled 


Skilled 


Unskilled 


Skilled 


Unskilled 


All Separations: 
Quits .... 
Discharges . . 
Lay-offs . . . 


16,484 

12,451 
2,432 
1,601 


22,251 

16,093 
4,171 
1,987 


.66 

•51 
.09 
.06 


1. 41 

1.03 
.27 
.12 


100 

76 

15 

10 


100 

72 

19 

9 



In Table 25 the relation between type of separation and size 
of establishment is shown on the basis of the mobility figures of 
the sixty-six establishments reporting in 1 913-14 and one hun- 
dred and eight establishments reporting in 191 7-18. 

In the period 1913-14 there is observable quite a marked de- 
crease in the discharge and lay-off rates as the size of the estab- 
lishment increases. The explanation for this may be sought in 
the fact that the large-size establishments were less seriously 
affected by the industrial depression which made itself felt during 
the latter part of that period. The situation is reversed, how- 
ever, in the period 191 7-18, the discharge and lay-off rates 
being sHghtly higher in the larger estabUshments. In both 
periods the separation rates as a whole show a slight decrease 
as the size of the establishment increases. 

1 Based on 74,199,000 skilled-labor hours and 46,980,000 unskilled-labor hours 
put in during year in the 2 2 establishments. 



92 



LABOR TURNOVER IN INDUSTRY 

TABLE 

Relation between Size of Establishment and Type of Separation 

Voluntary Quitting), 



Number of Employees 


Number 
OF Estab- 
lishments 


Number of 
Full-year 
Workers 


Total 
Labor Hours 
(Thousands) 


1913-14 

Under 1000 

1000 and under 5000 

5000 and over 


29 

29 

8 


16,097 
72,634 
77,399 


48,291 
217,902 
232,197 


Total 

1917-18 

Under 1000 

1000 and under 5000 

5000 and over 


66 

67 

32 

9 


166,130 

32,453 

69,182 

105,668 


498,390 

97,359 
207,546 
317,004 


Total ........ 


108 


207,303 


621,909 


Under 1000 

1000 and under 5000 . . . . 

5000 and over 

Total 

1917-18 

Under 1000 

1000 and under 5000 

5000 and over 

Total 









I 



CAUSES OF SEPARATION 



The need for definite and detailed information on the causes 
of labor instability is obvious. In order to devise methods of 
stabilizing the work force and eliminating unnecessary labor 
changes, it is quite necessary to know the factors responsible for 



SEPARATION AND CAUSES OF TURNOVER 93 



25 



(Discharge, Lay-off, Entry into Military Service, and 
1913-14 AND 1917-18 



Number of Employees Who— 




Were 
Discharged 


Were 
Laid Off 


Entered 
Military 
Service 


Left 
Voluntarily 


Total 


Number of Employees 


5,929 

15,335 

9,646 


5,512 
18,880 
10,028 




12,014 
31,698 
46,865 


23,455 
65,913 
66,539 


TT ^ '^'^"'^ 

Under 1000 

1000 and under 5000 

5000 and over 


30,910 

7,107 
12,952 
31,341 


34,420 

3,^6S 
10,201 
15,764 


4,110 

8,125 

11,365 


90,577 

56,414 

97,097 

122,046 


155,907 

71,499 
128,375 
180,516 


Total 

1917-18 

Under 1000 

1000 and under 5000 

5000 and over 


51,400 


29,833 


23,600 


275,557 


380,390 


Total 


Rate, per Full-year Worker, of 




Discharge 


Lay-off 


Entry into 
Military 
Service 


Leaving 
Voluntarily 


Total 
Separa- 
tion 




'37 
.21 

.13 


•34 
.26 

.13 




.75 
.44 
.61 


1.46 
.91 

.87 


1913-14 

Under 1000 

1000 and under 5000 

5000 and over 


.19 

.22 
.19 
•30 


.21 

.12 
.15 
.15 


.13 
.12 
.11 


.55 

1.74 
1.40 
1. 16 


.95 
2.21 

1.86 
1.72 


Total 

1917-18 

Under 1000 

1000 and under 5000 

5000 and over 


•25 


.14 


.11 


1-33 


1.83 


Total 



the labor shiftings. It is hardly necessary to call attention in 
this place to the fact that the causes of labor instability present 
a very vast and complex problem. It is obvious that a determi- 
nation of these causes, because of their complex nature and the 
large number of factors to be considered, would necessitate an 



94 LABOR TURNOVER IN INDUSTRY 

inquiry of a magnitude quite beyond the scope of the present 
inquiry. In discussing the underlying reasons for separations we 
are disregarding here the separations from service due to purely 
industrial conditions and fluctuations in production, that is to 
say, forced separations, or lay-offs, the occurrence of which 
depends upon whether or not a par-ticular job has been finished 
or whether or not industrial depression has set in. No attempt 
is made here to discuss that part of the labor shifting which is 
due to maladjustment of labor supply and demand caused by an 
unorganized labor market, by a defective system of labor dis- 
tribution, or by maladjustment in the matter of wage levels for 
similar work in different locaUties, etc. 

In view, therefore, of the complexity of the problem and the 
lack of information on the subject, it is proposed to discuss here, 
j not the causes of mobility that are primarily inherent in the 
1 industrial community situation, but the more personal causes of 
\ labor shifting as those causes find expression in the separating 
' employee and as they have been classified by individual em- 
ployers. It is recognized, of course, that the non-industrial and 
personal causes are inextricably interwoven with the conditions 
created by the prevailing industrial situation. 

In their efforts to stabilize the labor force a number of firms 
have made attempts to discover the causes of instabihty and more 
particularly to find out the immediate, or precipitating, causes 
for separations from service. They have done this on the assmnp- 
tion that if it were feasible to ascertain the fundamental reasons 
why men leave their employ, it would be possible, through the 
tabulation and analysis of those reasons, to show the real causes 
of instabihty. It was felt, moreover, that if it were practicable 
to ascertain the real reasons for employees leaving, it might 
be then relatively easy to develop a record which would be of 
considerable value in the solution of the employment problem 
in the individual estabhshments concerned, and so point the 
way toward greater stability. 
Even in this individual method of ascertaining the causes for 



SEPARATION AND CAUSES OF TURNOVER 95 

labor instability there are serious difl&culties to be overcome. 
Employment managers and others in charge of the work force 
essay to interview an employee who is about to leave of his own 
accord. This interview is held, of course, before the employee 
actually severs his connection with the firm. At the interview 
the employer or his agent tries to secure a frank and truthful 
statement from the employee regarding the actual reasons which 
are impelling him to leave. Employers point out, however, the 
diflSculties involved in interviewing prospective quitters. They 
say that it is difficult to do this, even in normal times, and that it 
was especially difficult during the war period because of the more 
independent attitude assumed by the workers. It is generally 
found that men leaving service do not like to be questioned too 
closely regarding their reasons for leaving, and often plainly 
resent such inquiries. It is claimed that in many cases they give 
some fictitious excuse rather than a substantial reason, and when 
pressed advance the most plausible reason they can get away 
with. 

From the standpoint of the worker it is perhaps not difficult 
to understand his reluctance to give full information regarding 
his reasons for leaving. Such knowledge in the possession of 
the employer might be disadvantageous to the employee in his 
search for a new job, and it might in other ways have the effect 
of restricting his freedom of movement. The employee will have 
observed that nearly all employment departments keep careful 
records of employees' past records and that employers generally 
keep each other informed about the movements of former em- 
ployees. 

To the difficulties of learning from employees the reasons 
for leaving, there must be added the difficulty of analyzing 
and classifying the results obtained. It has been the experience 
of men interviewing prospective quitters that even where the 
reason for quitting has been obtained, it has not always been easy 
to reduce to a single classifiable category the manifold motives 
which may have animated the individual in his desire to change 



96 



LABOR TURNOVER IN INDUSTRY 



jobs. Many employment managers believe that only in the case 
of discharges can the causes of separation really definitely be 
known. This is obviously because action in the case of discharge 
proceeds from the management and the employee has nothing 
to say about it. 

For the reasons given in the preceding paragraph, the figures 
on causes for quitting which are presented below cannot be 
regarded as more than an indication of existing conditions, 
although employers who have kept such figures have expressed 
the opinion that in most cases they point definitely toward cer- 
tain existing maladjustments and to particular causes that need 
to be attacked. In Table 26 are given the classified assigned 
reasons for the voluntary separation and the causes for the dis- 
charge of nearly 10,000 employees in six metal trades establish- 
ments. 

TABLE 26 

Reasons Advanced for Voluntary Separation from Services of 8140 Em- 
ployees AND Causes for Discharge of 1439 Employees, in Six Metal 
Trades Establishments 



Reason for Voluntary 
Separation 



Wages — Dissatisfied with 
wage rate, etc. 

Obtained better job or re- 
turned to former job 

Nature of work — too 
hard, heavy, wet, dusty, 
dirty 

Dissatisfied 

Monotony 

Physical inability — sick- 
ness, injuries, etc. 

Leaving town .... 

Return to school 

All other known reasons . 

Military service . . . 

Unknown — failed to re 
port 

Total 



Cases 


Num- 
ber 


Per 
Cent 


2,001 


24.6 


984 


12. 1 


410 
674 
218 


5.0 
2.7 


461 
453 
131 

58 
737 


5-7 
5.6 
1.6 

.7 
9.0 


2,013 


24.7 


8,140 


lOO.O 



Cause of Discharge 



Incompetent 
Unreliable . 
Lazy . . . . 
Careless . 
Insubordination 
Misconduct . 
Trouble breeder 
Liquor . . . 



Cases 



Total 



Num- 
ber 



478 

422 

148 

66 

93 

54 

105 

73 



1,439 



Per 

Cent 



33.2 

29.3 
10.3 
4.6 
6.5 
3.7 
7.3 
5.1 



SEPARATION AND CAUSES OF TURNOVER 97 

The classification of causes presented in this table is anything 
but satisfactory. A more detailed and scientific arrangement 
was impossible, however, because of the necessity for making a 
combination of the records of the several establishments, each 
of which put a somewhat different interpretation upon their 
recorded reasons for leaving or causes for discharge. Neverthe- 
less, some of the reasons listed can be somewhat more fully 
explained. Dissatisfaction with wages is evidently the largest 
single reason for voluntary separation, and no doubt it is safe 
to assume that the wage motive in one form or another enters 
into most of the specified reasons for leaving. For those classi- 
fied under "better jobs" the question of wages is not supposed 
to have been the prime motive in making the change, but the 
governing causes for leaving were said to have been more desir- 
able work, the location of the plant, etc. Under " nature of work" 
are classed a considerable number of quitters who under the 
stimulus of higher wages or the "work-or-fight" order entered 
mechanical occupations, but not being accustomed to the grease, 
dirt, noise, etc., inherent in the nature of the work, constantly 
have shifted in the hope of finding more pleasant work. It has 
been stated that the relative ease with which a job could be 
secured during the war period made workers more ready to throw 
up jobs which seemed undesirable to them, but which in normal 
times they would be reluctant to leave. 

For those classified under "dissatisfied" no one specific reason 
seems to have been applicable. Employment managers believe 
that the question of wages or work is seldom a factor with this 
type of labor, but that its desire to shift is due largely to an 
inherent instability and that persons of this type are unable to 
assign any specific or logical reason for their desire to change. 
Employment managers believe these considerations to be equally 
true of a large number of those who failed to report before leaving. 
It is said that the number of employees leaving in this manner 
during the war period was greater than at any previous time. 
This is explained by the fact that the shortage of help necessi- 



98 LABOR TURNOVER IN INDUSTRY 

tated the employment of the so-called "floater," a type of work- 
man which in normal times would not be employed at all by 
these concerns. It has been found to be characteristic of em- 
ployees of this sort that they never stay on a job for more than 
a brief period, soon dropping out, without giving notice, to accept 
work elsewhere. 

Under " incompetent, '^ employment managers have classified 
certain workers who after a trial have been found to be unfit or 
unsuited for the work for which they were hired. It was pointed 
out that although these persons were willing to work they were 
found to be incapable of learning the work and were responsible 
for a great deal of spoiled work. This group also included workers 
who misrepresented their occupational skill when taken on, as, 
for example, by using certain acquired phrases that would indi- 
cate familiarity with the kind of work required of them. The 
number discharged for incompetency, it is asserted, increased 
during the war period because the urgent need of men made care- 
ful selection less possible. The management has classified those 
as "unreliable'' whose attendance record was bad, who were 
habitually late in the morning, or who were prone to lay off too 
frequently and for trivial reasons. A good many of those dis- 
charged for being unreliable are suspected by employment 
managers of having looked for jobs, and possibly of having tried 
out jobs, in other plants, while absent. 

Employment managers have classified as "trouble breeders" 
those who have attempted to create dissatisfaction among their 
fellow workers by urging or intimidating them to concerted action 
of some sort, as, for instance, the unionizing of the shop or the 
presentation of demands for wage increases, revision of piece 
or premium rates, etc. The relatively large number discharged 
for being "trouble breeders" may, perhaps, be explained by the 
fact that it is the policy of the establishments from which the 
figures of the above table have been secured to deal with 
their industrial workers only as individuals. 

A somewhat detailed record of the number of people who left 



SEPARATION AND CAUSES OF TURNOVER 



99 



the employ of a large mail order house during 191 7 has been 
compiled and is presented in Table 27. 



TABLE 27 

Reasons Advanced for Voluntary Separation from Service of 13,664 Em- 
ployees AND Causes for Discharge of 2849 Employees, during 191 7, in a 
Mail Order House. (Establishment No. 27-109) 





Cases 




Cases 


Reasons for Voluntary 
Separation 


Num- 


Per 


Cause for Discharge 


Num- 


Per 




ber 


Cent 




ber 


Cent 


Other positions: 






Unsatisfactory: 






More promising position 


2,080 


15-2 


Too slow . 


776 


27.2 


Better salary .... 


1,109 


8.1 


Indifference . . 


352 


12.4 


Former position and re- 






Carelessness . . 


255 


9.0 


turn to trade . . . 


268 


2.0 


Irregular attend- 






Going into business . . 


44 


•3 


ance . . . 


309 


10.8 


To learn trade . . . 


48 


.4 


References 


56 


2.0 


Position nearer home . 


62 


.5 


Dishonesty (sus- 






Leaving city .... 


2,047 


15.0 


pected of pilfer- 






To marry 


229 


1.7 


ing, etc.) . . 


473 


16.6 


On account of health . . 


823 


6.0 


Insubordination 


327 


II-5 


Dissatisfied: 






Drinking . , . 


79 


2.8 


With working conditions 


755 


5-5 


Fighting .... 


44 


IS 


With salary . . . . 


221 


1.6 


Financial difficulties 


13 


.5 


Work too hard . . . 


273 


2.0 


Enemy aliens . . 


8 


.3 


Resented criticism . . 


134 


i.o 


Other causes . . 


^57 


5.5 


Refused to be transferred 


107 


.8 








Refused temporary work 


93 


.7 








Did not like supervision 


67 


.5 








Distance too great . 


92 


.7 








To go to school 


565 


4.1 








To stay at home . . . 


810 


5.9 








No reason: 












Worked less than two 












weeks; failed to report 


2,527 


18.5 








Worked more than two 












weeks; failed to report 


1,310 


9.6 


Total . . 






Total 


13,664 


1 00.0 


. 2,849 


lOO.O 



During the year 191 7 there occurred in this establishment 
22,700 separations. Of this number 5204, or 22.9 per cent, were 
due to reduction of force and 983, or 4.3 per cent, to entrance into 
military service. Of the remaining separations, with the causes 



loo LABOR TURNOVER IN INDUSTRY 

of which we are here specifically concerned, 13,664, or 60.2 per 
cent of all, were voluntary, and 2849, ^^ 12.6 per cent of all, were 
due to discharge. 

It will be seen from the figures of Table 27 that of the total 
number of voluntary eparations, about 25 per cent resulted 
from employees either having obtained more promising positions 
or positions which offered higher wages. The number ^4eaving 
city'^ seems to represent a considerable proportion of the total 
number leaving* It is very doubtful, however, whether this 
number really left the city; it is quite likely that in the majority 
of the cases it was only a proffered excuse. Those who ^were 
dissatisfied for various reasons number 12.8 per cent of the total. 
A significant commentary on the whole stability situation in 
this establishment is implicit in the rather large number of per- 
sons who simply dropped out of service without giving any notice 
of leaving, either in advance or subsequently — nearly 30 per 
cent of the total number leaving voluntarily left without giving 
notice. 

Among the establishments whose labor turnover experience 
was examined in some detail by the Bureau of Labor Statistics 
was one of the largest department stores on the Pacific coast. 
This store went to no little trouble to ascertain the reasons for 
employees quitting and to tabulate not only the number quitting 
for various assigned reasons but also the number discharged for 
specified cause, assigned, naturally, by the company. This con- 
cern also kept account of the proportion of those rehired to new 
accessions. A full analysis of these records is given in a special 
report ^ published by the Bureau of Labor Statistics on the turn- 
over experience of this department store. The tabular summary 
which appears in that report is herewith reproduced, with some 
modification, in Table 28. 

The only classification of the accessions is into ^' hired new'' 
and '^rehired." During the nine months for which data were 

^ "Employment Policy and Labor Stability in a Pacific Coast Department 
Store," by P. F. Brissenden, 9 Monthly Labor Review 1399 (November, 1919). 



SEPARATION AND CAUSES OF TURNOVER loi 



TABLE 28 

Number, Per Cent Distribution, and Annual Rate per Full-year Worker 
OF Employees Hired and Rehired and of Those Leaving for Specified 
Reasons in Year Ending October 31, 1918. 

(Department Store. Establishment No. 216) 





Number 


Per Cent 
Distribution 


Rate per 
Full-year 
Worker 1 


Accessions : ^ 

Hired new 

Rehired 


908 
223 


80 
20 


I.OI 

.25 


Total accessions .... 


1,131 


100 


1.26 


Separations: 
Discharged — 

Incompetent 

Misconduct 

Careless 

Unreliable 

Trouble breeder .... 

Dishonest 

Lazy 

Insubordinate 


21 

13 

8 
8 
5 
4 
2 
I 


34 
21 

13 

13 

8 

6 

3 
2 


.02 
.01 
.01 
.01 
.01 

e) 

e) 


Total discharged . . . 


62 


100 


.07 


Laid off ... 


431 




.48 


Left voluntarily: 

Wages 

Family moving 

Other position 

School 

Ill health 

Needed at home 

Dissatisfied 

Vacation; needed rest .... 

War 

Marriage (women) 

Work too heavy or disagreeable . 
All other reasons ^ 


228 
154 
135 
127 
117 

75 
48 

45 
39 
24 
22 
61 


21 

14 

13 

12 

II 

7 

4 

4 

4 

2 

2 

6 


.25 
.17 
.15 
.14 
.13 
.08 

.05 
.05 
.04 

.03 
.02 

.07 


Total left voluntarily 


1,075 


100 


1. 18 


Total Separations . . . 


1,568 




1-73 



1 Based on standard working force of 899 full-year workers. 
* For nine months ending Oct. 31, 1918. 
3 Less than .005. 

^"Leaving city," 33; "going into essential work," 6; "going into business," 3; on account of " hous- 
ing conditions," 2; reasons unknown, 17. 



I02 LABOR TURNOVER IN INDUSTRY 

available, it appears that 20 per cent of all of those hired had been 
in the company's service at some previous time. Among the 
reasons assigned for discharge the most frequent seem to have 
been incompetency, ^^ misconduct," carelessness, and unrelia- 
bility. Among those leaving voluntarily the most prevalent 
reasons given are dissatisfaction with wages, desire to take an- 
other position (which in some cases is desired because of the 
higher wage offered), family moving out of town, going to school, 
and ill health. Using the last column as a basis, it is evident that 
during the year reported, for each 100 full-time workers employed 
there were loi entering the store as new employees,^ and, in 
addition, 25 former employees rehired. Turning to the separa- 
tions, which are our primary concern here, it appears that, for 
every hundred full-year workers employed, there were 173 
separations; 7 of these were discharges, 48 were lay-offs (on 
account of lack of work), and 118 were quits. Scrutinizing the 
latter more closely, we find that 25, for every hundred employed, 
quit on account of unsatisfactory wages, 17 quit because the 
family was moving, 15 on account of another job, 14 to enter 
school, 13 because of ill health, 8 because needed at home, 5 
because ^^dissatisfied," the same number for a vacation (without 
pay) or a needed rest, and 4 for war work. 



CHAPTER VII 

Seasonal Influence on Labor Mobility 

In the figures shown in the preceding chapters fluctuations 
in mobility rates from year to year with changing industrial 
conditions have been repeatedly observed. While the figures 
showing the mobility for the year as a whole reflect the sum 
total of the labor changes that have taken place during the year, 
they do not indicate the marked fluctuations in mobility at 
relatively short periods within the year, — fluctuations traceable 
to the successive vicissitudes of the industrial situation. For 
example, labor changes may occur with great intensity over a 
very short period in the year, while over the remainder of the 
year the changes may be very insignificant. Without showing 
their seasonal variations, this might make the figures for the 
years as a whole appear quite low, while actually at the same 
periods the labor change rates may have been far above the one 
shown for the year, and at other periods the rates may be con- 
siderably lower than the rate shown for the year as a whole. 

SEASONAL AND CYCLICAL FLUCTUATIONS, 191O-19 

The figures of Table 29 which show the monthly trend in flux 
rates from January, 1910, to December, 1919, inclusive, bring 
out in greater detail the existing variations in the mobility rates 
and the extent to which mobility figures immediately reflect 
the industrial conditions prevailing at the time.^ The flux rate 

^ The figures of Table 29 are based* upon following numbers of establishments 
reporting monthly figures: 

1910 — 3 establishments 191 5 — 30 establishments 

1911 — 6 " 1916 — 10 " 

1912 — 8 " 1917 — 20 " 

1913 — 39 " 1918 — 19 " 

1914 — 26 " 1919— 9 - 

103 



I04 



LABOR TURNOVER IN INDUSTRY 



figures of Table 29 and, in addition, the corresponding accession 
and separation rates are shown in Chart F.^ Since replacement 
rates, as explained above, correspond with accession rates when 
the accession rates are lower than the separation rates and with 
separation rates when separation rates are lower than accession 

TABLE 29 

Labor Flux Rates, by Months, from January, 19 10, to December, 19 19, 

Inclusive 2 





Total Labor Change (Flux) Rate per Full-time Worker in — 


Month 






















Whole 
Period 




1910 


1911 


1912 


1913 


1914 


191S 


1916 


1917 


1918 


1919 


1910- 
19 


January . . 


2.49 


1.32 


1.32 


3.24 


1.29 


1. 14 


3.51 


2.85 


3-51 


2.82 


2.5s 


February . 


2.55 


1.47 


1.44 


2.88 


1.26 


1-35 


3-57 


2.37 


342 


1.92 


2.40 


March 


3.75 


1.77 


1. 71 


3-39 


1.53 


1.65 


3.00 


2.37 


4.20 


1.89 


2.70 


April . . . 


4.20 


1.83 


2.10 


3-93 


1.44 


1.83 


3-27 


2.82 


4.92 


1.83 


3 -03 


May . . . 


4.05 


2.13 


2.25 


S'7S 


1.95 


1.59 


3.24 


4.02 


4.71 


1.83 


3.06 


June . . . 


3.87 


2.25 


2.31 


3.12 


2.19 


1.47 


3-30 


3.81 


4.08 


1.80 


2.76 


July . . . 


3-57 


1.98 


2.49 


2.94 


1.50 


1.53 


2.10 


3.48 


4.26 


1.77 


2.49 


August . . 


4.08 


2.13 


2.70 


2.31 


1.83 


1.53 


2.79 


4.11 


4.14 


2.40 


2.43 


September 


2.79 


1.41 


2.46 


2.37 


1.83 


2.37 


2.31 


3.93 


3.15 


2.46 


2.46 


October . . 


2.22 


1.38 


2.55 


1.89 


1.44 


2.19 


2.04 


3.69 


3.06 


2.61 


2.16 


November 


1.92 


1.29 


2.07 


1-53 


I. II 


3-15 


1.47 


3.36 


2.64 


1.83 


1.98 


December 


I. II 


1. 14 


1.89 


1.26 


1.23 


2.31 


1.74 


3.54 


2.40 


1.20 


1.80 


Year . . 


3-05 


1.67 


2. II 


2.72 


1-55 


1.84 


2.70 


3.36 


3.71 


2.03 


2.48 



rates, it follows that the lowest points on the chart mark the rate 
and trend of labor replacement. That is to say, whichever line 
happens to be the lowest marks replacement. 

The monthly flux rate figures in the table show how wide a 
seasonal range of mobility is covered in each yearly rate. The 
flux rate was relatively high in 19 10, a year of business expan- 
sion, but dropped during the depression period of 191 1, falling in 

^ Figures for flux curve in Table 29; figures for other curves in Appendix, Table D. 
The chart has been reproduced, with some modification, from report on labor mo- 
bility, 10 Mo. Labor Rev. 1358. 

2 Reprinted after shifting of rates to full-year worker base, from report on 
** Mobility of Labor in American Industry," 10 Mo. Labor Rev. 1356 (June, 1920)^ 



io6 LABOR TURNOVER IN- INDUSTRY 

December to the low flux {i.e. high stability) rate of 1.14, a 
degree of stability not again reached until the fall of 1914, in 
November of which year of business depression it fell to i.ii. 
The flux rate rose generally in 191 2 and 19 13, but dropped toward 
the end of 1913 and remained low during 1914 and until the fall 
of 1915, when it rose slightly, followed by a further rise and con- 
tinued high mobility levels during the winter and spring of 1916. 
The summer and fall of 191 6 and the winter of 191 7 were periods 
of greater stability. In the late spring of 191 7, after our entry 
into the war, the labor flux rate jumped to higher points than it 
had touched since the spring of 1913. There was — and this is 
an unusual circumstance — only a very slight increase in mo- 
bility during the following summer, fall, and winter. With the 
spring of 1 91 8 the rate cUmbed again, and this time to high points 
not reached at any other time before or since, during the decade 
covered by the figures. The rate fell considerably during the 
summer and fall of 1918, and, despite the almost invariable 
tendency to rise in the spring, it continued low during the winter 
of 191 9 and gradually fell during the spring, rising somewhat in 
the fall, but dropping sharply in November and December. 

An examination of the chart will show that the very unusual 
decrease in mobiUty in the spring of 191 9 was largely due to the 
fact that in addition to a marked decrease in the separation rate 
(unusual at this time of year) there was an even more pro- 
nounced drop in the accession rate. It is evident, also, that in 
the fall of 1919 the accession rate rose rapidly until October, 
and then dropped rapidly, while the separation rate continued 
to drop through the summer and fall. 

SEASONAL FLUCTUATIONS IN INDIVIDUAL ESTABLISHMENTS 

The seasonal fluctuations in labor mobility as they occur in a 
machine tool manufacturing plant are shown in Table 30, on page 
107. The figures show for the four-year period 1916-19 not only 
the monthly trend in the flux, for the work force as a whole, 
but al$o the monthly trend for the same period for the day and 



SEASONAL INFLUENCE ON LABOR MOBILITY 107 



night forces separately. Attention has been called above, in 
the discussion of Table 18, to the fact that the night force in 
this establishment is nearly three times as mobile as the day 
force. Table 30 naturally shows up the same difference in 

TABLE 30 

Rate of Total Labor Change (Labor Flux Rate) of Day and Night Forces 
OF A Machine Tool Manufacturing Establishment (No. 35-144), 1916- 
1919 





Rate of Total Labor Change (Labor Flux) per Full-time Worker 




IN Each Specified Month 


Month 


Day Force 


Night Force 


Total Working Force 




1916 


1917 


1918 


I9I9 


1916 


1917 


1918 


1919 


1916 


1917 


1918 


1919 


January . 


2.28 


2.41 


1.92 


2.25 


7.68 


3.18 


7.98 


4.05 


3.33 


1.71 


3.27 


2.43 


February 


2.70 


1.86 


1.80 


.69 


5.97 


5-46 


4.89 


.87 


2.40 


2.5s 


2.52 


.72 


March . . 


2.64 


1.77 


2.49 


.69 


8.04 


7.35 


4.41 


.39 


3-90 


2.79 


2.94 


.66 


April . . . 


3.78 


1.98 


3.75 


•75 


5.22 


7.29 


5.25 


1.77 


4.11 


2.97 


4.08 


.84 


May . . . 


4.83 


1.98 


2.58 


.66 


10.59 


8.34 


4.86 


1.23 


6.09 


3-15 


3.06 


.72 


June . . . 


2.94 


2.46 


2.58 


1.32 


9.60 


8.76 


6.42 


^■Z7 


4.56 


3.75 


3.39 


1.41 


July . , . 


3.27 


2.82 


2.64 


1.74 


7.77 


9.66 


6,30 


7'ZS 


4.29 


4.23 


3.42 


2.43 


August 


2.82 


3.09 


3.BI 


1.80 


7.89 


6.00 


8.55 


9.00 


3.96 


4.26 


4.77 


3.00 


September 


2.70 


3.21 


3.06 


1.35 


6.42 


5.82 


5.01 


6.09 


3.48 


3.72 


3-51 


2.26 


October . . 


2.25 


2.55 


1.6s 


1.89 


8.82 


6.72 


^•1^ 


5.85 


3.21 


3.39 


2.13 


2.78 


November 


1.83 


2.40 


2.67 


1.47 


6.00 


8.52 


7.68 


5.13 


2.70 


3.54 


3.66 


2.28 


December 


1.26 
2.73 


2.37 


.72 


1.26 


2.76 
7.11 


540 
7.11 


1.77 
5.70 


4.59 


1.53 

3.72 


3-03 


.87 


1.77 


Total . . 


2.34 


2.49 


1.35 


3.27 


3.18 


1.83 



stability and demonstrates, furthermore, that, except in March, 
1 91 9, there was no month during the whole four-year period that 
did not show greater stability for the day force. 



SEASONAL CHANGES AMONG DIFFERENT OCCUPATIONS 

The figures given in the last two tables refer to the monthly 
trend in the mobihty rates of the general body of employees 
without reference to seasonal fluctuations of given occupations 
within the work force. In one of the large car-building plants 
(Establishment No. 102) employment records were kept in such 
form that the monthly labor flux rates of some of the more 



io8 



LABOR TURNOVER IN INDUSTRY 



TABLE 
Labor Flux Rates for Each Month in Selected Occupations in a Car- 



Occupation 



Assemblers, filers, and welders . 

Blacksmiths 

Bookkeepers, clerks, etc. 

Cabinet makers 

Car body builders .... 

Car bottom builders . . . 

Car electricians 

Car steam fitters .... 

Car truck builders .... 

Die and tool makers 

Hammersmiths ..... 

Inside car finishers .... 

Inside car trimmers .... 

Laborers 

Machinists, bench machinists, 
etc 

Millwrights 

Painters 

Riveters 

Roof fitters 

Shearsmen, punch-press opera- 
tors, etc 

Tinners 

Upholsterers 

Wood machine operators 



Ratb of 
Total Labor 

Change 
(Flux Rate) 

PER 

Full-time 

Worker 

FOR THE Year 



3.12 
2.49 
2.25 
2.39 
7.77 
2.21 

4.77 
6.44 
4.74 
2.90 
2.64 
1.98 

1.74 
10.80 

3.03 
5.61 
3.78 
11.76 
3.51 

2.70 

3-39 
5.10 



Rate of Total Labor Change (Flux 



June 



2.04 
1,02 

3-54 

2.28 

10.17 

3.60 

5-43 
6.09 

5.52 
2.07 

3-09 
3-24 
2.25 

7.47 

2.37 
2.91 
4.92 
18.96 
2.55 

5.16 
3-33 
5.16 
5.16 



July 



1.65 
2.25 
2.67 
2.52 
10.14 
4.62 
5.49 
5.31 
4.95 
2.31 
1.98 
2.31 
1. 71 
1'2>S 

2.43 
4-47 
4.38 
14.40 
3.06 

8.07 

2.49 
2.76 



Aug. 



6.03 
7.11 
2.04 
1.23 
8.91 
3.69 
4.83 
8.55 
12.21 

4.50 
6.00 
2.67 
2.13 
9.90 

4.56 

8.94 

5.91 

14.22 

3.27 

11.31 
3-78 
5.13 
5.31 



Sept. 



4.68 
540 

1.95 
2.19 
8.19 
1.35 
4.47 
5-88 

8.13 
3-90 
2.25 
2.67 

.87 
8.01 

3.51 
7.47 
2.46 
12.15 
5.25 

8.43 
3.18 
2.58 
3.09 



Oct. 



1.92 
1.50 
2.13 
2.34 
5.67 
2.07 

3.33 
4.29 
2.67 

3.09 
2.25 
1.08 

•57 
10.71 

2.34 
5.34 
3.75 
12.42 
4.26 

7.11 

4.3s 
2.70 

6.54 



important occupations within the plant could be computed. 
The rates are shown in Table 31 above. 

The flux rates given here not only show very wide differences 
between the different occupations, but reveal even more marked 
fluctuations from month to month in each occupation. The 
highest flux rates and at the same time the widest range of rates 
during the year ending May 31, 1918, were for riveters, whose 
rates ranged from 18.96 in June down to 5.85 in December, with 
a flux rate for the year of 11.76, which means nearly 12 labor 
changes for every riveter in the standard work force of riveters 
— changes equivalent to six complete overturns of the riveting 



SEASONAL INFLUENCE ON LABOR MOBILITY 109 

31 

BUILDING Plant (Establishment No. 102) for Year Ended May 31, 19 18 



Rate) per Full- 


TIME Worker for Each Specified Month 


















OccuPAnoN 


Nov. 


Dec. 


Jan. 


Feb. 


March 


April 


May 




1.53 


1.77 


1.74 


4.23 


6.39 


4.17 


5-34 


Assemblers, filers, and welders 


.96 


1. 71 


2.40 


.96 


1. 71 


1.65 


2>-32> 


Blacksmiths 


i.38 


1.44 


1.35 


1.02 


1-95 


3.48 


4.11 


Bookkeepers, clerks, etc. 


2.10 


1.02 


•75 


1.95 


5.25 


4.71 


2.70 


Cabinet makers 


5.62 


S.13 


6.75 


5.07 


1.68 


5-97 


10.68 


Car body builders 


•93 


1.26 


1.62 


.96 


2.19 


.90 


2.55 


Car bottom builders 


5.62 


4.83 


5.28 


3.48 


4.32 


7.26 


6.81 


Car electricians 


7.68 


6.00 


6.20 


4.14 


7.47 


7.14 


8.31 


Car steam fitters 


2.22 


1-95 


4.20 


3.84 


2.94 


1.62 


3-57 


Car truck builders 


2.82 


2.19 


1. 71 


2.85 


2.40 


3.03 


3.66 


Die and tool makers 


1.71 


2.64 


1.56 


.75 


2.25 


2.13 


3.66 


Hammersmiths 


1.38 


.96 


.84 


3.36 


1.62 


1.83 


1.05 


Inside car finishers 


2.22 


1.50 


1.20 


2>'ZZ 


1. 71 


1.65 


2.25 


Inside car trimmers 


11.07 


12.21 


12.06 


9.18 


13.83 


14.40 


14.28 


Laborers 

Machinists, bench machinists, 


3.21 


3.03 


2.49 


2.37 


S'SI 


3.00 


4.02 


etc. 


S.61 


6.09 


3.72 


5.07 


5.58 


6.21 


6.12 


Millwrights 


3.81 


1.92 


2.13 


4.17 


3.^1 


3.30 


4.56 


Painters 


7.56 


S.85 


6.24 


8.94 


13.92 


8.01 


13.71 


Riveters 


3-00 


1.68 


2.85 


4.68 


5.16 


2.61 


4.38 


Roof fitters 

Shearsmen, punch-press ope- 


6.42 


4.38 


3-72 


4.32 


7.29 


5.31 


9.48 


rators, etc. 


3.78 


3.09 


.96 


1.23 


2.13 


1.50 


1.47 


Tinners 


2.61 


1.98 


1.32 


3-99 


4.20 


2.88 


6.60 


Upholsterers 


4.56 


1-95 


2.01 


5.10 


7.95 


9.75 


6.45 


Wood machine operators 



personnel. The next highest flux level and the next widest range 
from month to month occurred among common laborers, whose 
flux rate ranged from 14.40 in April down to 7.35 in July, with 
a flux rate for the year of 10.80, — this being equivalent to 5^^ 
complete overturns of the common labor section of the work force. 
The lowest occupational flux rate in the plant was for inside car 
trinomers, in whose case the flux rate ranged from .57 in October 
to 3.33 in February, with a rate of 1.74 for the year, a rate 
equivalent to less than one complete overturn of the inside car- 
trimming section of the work force. In most of the occupations 
shown the mobility rates are generally low during the winter 



no LABOR TURNOVER IN INDUSTRY 

months as compared with the rates for the year. In these 
monthly figures of the mobility of occupations one may see how 
the various factors of influence previously mentioned are im- 
mediately reflected in the mobility figures from month to 
month.^ 

NORMAL SEASONAL CHANGES IN STABILITY 

A composite picture of the seasonal fluctuations in labor mo- 
bility over an extended period of time can be constructed from 
the monthly mobility rates for the period 1910-1919. Such a 
picture will naturally iron out the irregularities due to business 
fluctuations from year to year and show what may be called the 
normal seasonal trend in labor mobility. The figures are pre- 
sented in Tables 32 and 33 where the monthly figures (shown 
in Table D in the Appendix) for each month of each year of the 
decade covered are brought together in such a way as to combine 
the figures for identical months (Table 32) and for the four sea- 
sons of the year (Table 33). The rate figures of Table 32 are 
presented graphically in Chart G, on page 112. 

It is believed, as already suggested, that such a combination 
of the figures as is shown in these two. tables effectively neutral- 
izes most of those factors in mobility which are of a purely 
industrial character and that, as a result, the influence of the 
different seasons is more accurately reflected. The figures indi- 
cate a uniform tendency to maximum labor mobility in the spring, 
a gradual lessening of mobility during the summer and early fall, 
which is the period of minimum mobility, and finally an increase 
during the late fall and winter, culminating again in the maximum 
mobility period of the following spring. These conclusions are 
confirmed by the curves of Chart G. The high mobility rates 
in the spring months indicate that the shif tings are indeed much 
more numerous at that season of the year. The number of 

^ See also Table 20 above, where mobility rates for some of the same occupa- 
tion groups given in Table 31 are shown for this same establishment for the year 
fis a whole. 



SEASONAL INFLUENCE ON LABOR MOBILITY iii 

accessions and separations in the months of March, April, and 
May are not only greatest in relation to the number of workers 
employed, but in themselves are greater in this three-month 
period than in any other period shown. Here, doubtless, may 
be seen the psychological effect which spring appears to have 



TABLE 32 

Monthly Trend in Labor Mobility 

(Based on monthly data for all years from 19 10-19 combined) 









Labor Changes 




Number of 
Full-time 
Wore:ers 1 


Total 
Labor Hours 

(Thousands) 








Month 


Accessions 


Separations Total (Flux) 




Number 


January .... 


465,554 


116,388 


53,992 


44,363 


98,355 


February 






465,568 


116,391 


49,790 


43,255 


93,045 


March . 






473,943 


118,485 


53,523 


53,209 


106,732 


April . 






467,072 


116,767 


65,025 


SS^Z^Z 


118,388 


May . 






474,200 


118,551 


61,934 


S^.^7S 


120,807 


June . . 






4)58,126 


117,032 


54,039 


53,259 


107,298 


July . . 






463,484 


115,870 


48,297 


47,482 


95,779 


August . 






462,126 


115,530 


47,889 


46,087 


93,976 


September 






469,831 


117,458 


51,127 


44,971 


96,098 


October . 






485,420 


121,356 


47,966 


38,800 


86,776 


November 






481,858 


120,464 


43,793 


35,474 


79,267 


December 






479,106 


119,777 


38,241 


33,163 


71,404 


Year . . . 


471,357 


1,414,069 


615,616 


552,299 


1,167,915 








Rate pi 


:r Full-time ^ 


Worker 


January .... 


1.39 


I.14 


2.53 


February 










1.28 


1. 12 


2.40 


March 










1.36 


1.35 


2.71 


April . 










1.67 


1.37 


3.04 


May . 










1-57 


1.49 


3.06 


June . . 










1-39 


1.37 


2.76 


July . . 










1.25 


1.23 


2.48 


August . 










1-25 


1.20 


2.45 


September 










I-3I 


I.I5 


2.46 


October . 










1. 19 


.96 


2.15 


November 










1.09 


.88 


1.97 


December 










.96 


.83 


1.79 


Year . 






I-3T 


1.17 


2.48 



116,388,000 
1 The figures are obtained in this way: 3oo<^ 

12 



112 



LABOR TURNOVER IN INDUSTRY 



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SEASONAL INFLUENCE ON LABOR MOBILITY 113 

upon the workman, that is, a certain restlessness and desire for 
change — in jobs, places of abode, etc., — made easier because 
of the opening up of industrial outdoor work and greater activity 
in agriculture, lumbering, etc. At this period, too, the condi- 

TABLE 33 

Extent of Labor Mobility in the Four Seasons of the YearI 

(Based on the monthly data of the four seasons for all years from 1910-19, 

combined) 





Number of 
Full- 
time 

Workers 2 


Total 
Labor 
Hours 
(Thou- 
sands) 


Labor Changes 


Month 


Accessions 


Separa- 
tions 


Total 
(Flux) 




471,738 
464,579 
479,036 
470,076 


353,803 
348,432 
359,278 
352,556 


Number 


March, April, May 
June, July, August . . 
Sept., Oct., Nov. . . . 
Dec, Jan., Feb. . . . 


180,482 
150,225 
142,886 
142,023 


165,445 
146,828 
119,245 
120,781 


345,927 
297,053 
262,131 
262,804 


Total 


J-71,357 


1,414,069 


615,616 


552,299 


1,167,915 






Rate per Full-time Worker 


March, April, May . . 
June, July, August . . 
Sept., Oct., Nov. . . . 
Dec, Jan., Feb. . . . 


1.53 

- 1.29 

1. 19 

1. 21 


1.40 
1.26 
1. 00 

1.03 


2.93 
2.55 
2.19 
2.24 


Total 






1.31 


I.I7 


2.48 



tions of Kving are more easily met. The relatively high mobility 
rates still prevailing during the summer months no doubt indicate 
the influence of the hot weather upon the industrial stability of 
the employee. In the fall of the year when colder weather sets 
in and living conditions are harder to meet, there is a noticeable 
drop in the labor change rate as a whole. It is especially interest- 

1 Reprinted, after shifting rates to full-year-worker base, from report on labor 
mobility, 10 Mo. Labor Rev. 1356 (June, 1920). 

2 The figures are obtained in this way: 353.803,000 

3000 



114 LABOR TURNOVER IN INDUSTRY 

ing to note that the proportion of accessions as compared with 
the proportion of separations is relatively greater during the 
months of September, October, and November, indicating a 
tendency for workers to flock back to steadier employment 
after a period of restlessness and moving about. There is also 
noticeable a very slight increase in the mobility rates of the 
winter months over the fall period, which is perhaps indicative, 
on the one hand, of a more intensive application of the country's 
productive forces, and on the other, of changes which are often 
made by individuals at the end of the old and the beginning of 
the new year. 



CHAPTER VIII 
Length of Service as a Factor in Labor Mobility 

In the preceding discussion of labor mobility one very impor- 
tant factor, that of length of service, has been only briefly 
touched upon in connection with an analysis of accessions.^ 
Monthly and yearly figures expressed in the form of accession, 
separation, and flux rates are valuable for the purpose of showing 
the general extent of mobihty in the labor force as a whole and 
its trend during any given period of time. Such figures, however, 
do not throw much light on the degree of stability within the 
working force, in so far as it relates to the length of service of the 
active as well as the separated employees, without which no 
correct idea can be formed of the relative extent of labor mobility. 
It is evident that in the working force as a whole, or in its sex, 
occupation, or other subdivisions, the turnover is not equally 
distributed, because of the varying frequency with which the 
jobs in each such group may be abandoned by the job holders. 
It is obvious that the length of time for which jobs are held by 
individual employees who leave those jobs, is a highly important 
factor in determining the incidence of labor mobility within the 
estabHshment work force. This for the reason that the shorter 
the service of separated employees, the more frequent the job 
replacements which they occasion, and the higher the resulting 
establishment labor mobility figures. 

Moreover, from the standpoint of. an individual establishment 
eager to maintain an esprit de corps in the plant, and for that 
reason bent upon minimizing its labor changes, the length of 
service of its employees becomes an all-important factor. In 

^See Table 12. Further applications of the length of service data are made 
in Chapters IX and Xo 

115 



ii6 LABOR TURNOVER IN INDUSTRY 

order to guarantee that team-work which is essential in modern 
factory production, and which is the result of long association 
of the same groups of workmen, effort must be made to prevent 
employees of long standing from leaving the employ of the con- 
cern. The retention in service of long-service employees is espe- 
cially important from the standpoint of the cost of replacement, 
as it is generally agreed that as the length of service of the em- 
ployee increases, his value to the organization is also enhanced. 
If, however, the severance of connection of an employee becomes 
imavoidable, it is of importance to retain — assuming that he 
proves to be desirable — the newly hired employee who is taken 
on to replace the one who has left. This is also true of those 
employees hired to enlarge the working force. It is quite obvious 
that there must be a heavy expense attached to the constant 
breaking in of new employees. This expense is enormous, even 
without considering the cost of spoiled work, decreased produc- 
tion, and industrial accidents which inevitably follow as a re- 
sult of this everlasting shifting. 

The experience of 34 establishments in 1 913-14 and 53 in 
1917-18 which furnished comprehensive figures on the length of 
service of their active employees as well as of those who left their 
employ, is summarized in Table 34, on page 117. 

If we consider those employees having to their credit not more 
than one year of service as short-service employees, it will be 
noticed in this table that the proportion of such employees in 
the active work force is rather extensive. On the other hand, 
considerable proportions among the active employees are found 
to have long-service records. This proportion of long-service 
employees in industrial establishments was considerably re- 
duced during the war period, slightly over 71 per cent of those 
on the pay roll in 1913-14 having had over one year's continuous 
service, while in 191 7-18 the proportion was only 60 per cent. 
There are, of course, wide variations in the extent to which 
individual establishments have short- and long-service employees 
in the active working force. Space limitations, however, make 



LENGTH OF SERVICE 



117 



TABLE 34 

Length-of-Service Distribution of "Active Employees" (Those on Pay Roll 
AT End of Year) and of Employees Who Left during the Year ("Sepa- 
rating Employees")^ 

[Number of establishments reporting, 1913-14, 34; 191 7-18, 53] 







Number in 


Each Group 




Length-of-Service Group 


On Pay Roll at End of 


Separated from Service 




Year 


DURING 


. Year 




1913-14 


1917-18 


1913-14 


1917-18 


I week or less 





1,615 





16,476 


Over I week to 2 weeks . 






— 


1,793 


— 


9,664 


Over 2 weeks to i month 






— 


2,948 


— 


11,541 


Over I month to 3 months 






— 


7,055 


— 


18,912 


Three months or less . 






11,365 


13,411 


28,407 


56,593 


Over 3 months to 6 months 






6,396 


6,019 


8,516 


11,770 


Over 6 months to i year 






7,188 


9,018 


7,497 


9,813 


Over I year to 2 years 






10,446 


10,458 


4,415 


6,645 


Over 2 years to 3 years . 






9,632 


6,627 


2,162 


2,476 


Over 3 years to 5 years . 






12,980 


6,320 


1,845 


2,780 


Over 5 years .... 






28,443 


19,916 


1,776 


3,015 


Total . 


86,450 


71,769 


54,618 


93,092 






Per Cent Ds 


r Each Group 




I week or less . . . . . . 




' ^ 2.3 


_ 


17.7 


Over I week to 2 weeks . 








2.5 


— 


10.4 


Over 2 weeks to i month 






— 


4.1 


— 


12.4 


Over I month to 3 months 






— 


9.8 


— 


20.3 


Three months or less . 






13.I 


18.7 


52.0 


60.8 


Over 3 months to 6 months 






7-4 


8.4 


15.6 


12.6 


Over 6 months to i year 






8.3 


12.6 


13.7 


10.5 


Over I year to 2 years 






12. 1 


14.6 


8.1 


7.1 


Over 2 years to 3 years . 






II. I 


9.2 


4.0 


2.7 


Over 3 years to 5 years . 






15.0 


%.^ 


3.4 


3.0 


Over ^ vears .... 






32.9 


27.8 


3-3 


^.2 








Total 


lOO.O 


lOO.O 


lOO.O 


lOO.O 



it impossible to present length of service data by individual 
establishments. 

As might be expected, the length-of- service figures of the 
separated employees present a striking contrast to those shown 

^ Reprinted from report on labor mobility, 10 Mo. Labor Rev. 1357 Qune, 1920). 



ii8 



LABOR TURNOVER IIV INDUSTRY 



for the active working forces. This undoubtedly reflects the 
influence of unusual industrial activity in both of the periods 
studied, but more especially the effect of war-time conditions 
upon labor mobility. It is apparent from the figures of Table 34 

TABLE 

Length of Service of Employees on Pay Roll at End of Year ("Active 

OF War and Pre-War Periods, 
[1913-14: 34 establishments; 





Number of 
Establish- 
ments 


Number 

OF 

Workers i 


Percentage Distribution in 
Had Worked 


Industry Group 


3 Months 
OR Less 


Over 
3 Months 

to 
6 Months 


Over 
6 Months 

TO 

I Year 


1913-14 

^ Automobiles and parts mfg. 
'- Chem. indust's and refineries 

V Clothing and textile mfg. . 
V.' Furniture and millwork 

V Leather and rubber goods . 
-V Machinery mfg 

V Mercantile establishments . 
% Miscellaneous metal products 

- Printing and publishing 
Public utilities: 

Gas and electricity . . 
Street railways . 
Telephone service 


4 

I 

3 

2 

5 
2 

9 
4 

2 
2 


5,838 

1,234 
6,052 

4,093 
10,407 

3,353 

17,966 

4,380 

7,613 
25,514 


26 ^ 
6 
8 

15 
19 
25 
18 

13 

7 
6 


10 
13 

4 

9 
8 
8 
9 
5 

6 
6 


5.8 
45 
3 

15 
10 

9 
6 

4 

5 
9 


Total 


34 


86,450 


13 


8 


8 


1917-18 

Ni Automobiles and parts mfg. 
^ Chem. indust's and refineries 

V Clothing and textile mfg. . 
•^ Furniture and millwork 

^^,. Leather and rubber goods . 

Machinery mfg 

^ Mercantile establishments . 
^v Miscellaneous metal products 

V Printing and publishing 
Public utilities: 

Gas and electricity . . 
Street railways . 
Telephone service . . 


5 
3 
3 

I 

13 
3 

13 
2 

I 
I 
8 


8,515 
3,848 
6,371 
1,693 

18,264 

1,451 
6,160 

940 

1,841 

4,208 

18,478 


24 
36 
12 

22 

20 
22 

24 
12 

18 
22 
II 


13 

13 

10 

6 

6 
6 
8 
6 

13 

12 

6 


15 
16 

9 
16 

II 

15 

12 

6 

15 
II 

13 


Total 


53 


71,769 


19 


8 


13 



' These figures represent the aggregate number of employees on pay roUs at end of year. 



LENGTH OF SERVICE 



119 



that, in the period 191 7-18, out of a total of 93,092 separated 
employees, over 41 per cent had, on severing their connections, 
served periods of one month or less, 33 per cent had worked from 
one to six months, about 1 1 per cent from six months to one year, 

35 a 

Employees") Who Had Served Specified Periods of Time. Comparison 

BY Industry Groups 

1917-18: 53 estabKshments] 



Each Industry Groui 


> OF Active Employees Who 




Continuously:— 










Over 


Over 


Over 






Industry Group 


I Year 

TO 


2 Years 

TO 


3 Years 

TO 


Over 
5 Years 


Total 




2 Years 


3 Years 


S Years 


















1913-14 


14 


9 


14 


21 


100 


Automobiles and parts mfg. 


13 


s 


8 


10 


100 


Chem. industries and refineries 


9 


II 


14 


SI 


100 


Clothing and textile mfg. 




— 






— 


Furniture and millwork 


20 


14 


10 


17 


100 


Leather and rubber goods 


7 


8 


16 


32 


100 


Machinery mfg. 


14 


26 


8 


10 


100 


Mercantile establishments 


8 


12 


IS 


32 


100 


Miscellaneous metal products 


14 


14 


18 


32 


100 


Printing and publishing 
Public utilities: 

Gas and electricity 


14 


12 


II 


4S 


100 


Street railw^ays 


IS 


10 


18 


36 


100 


Telephone service 


12 


II 


IS 


Z2> 


100 


Total 












1917-18 


14 


9 


13 


12 


100 


Automobiles and parts mfg. 


12 


S 


6 


12 


100 


Chem. industries and refineries 


15 


12 


13 


29 


100 


Clothing and textile mfg. 


II 


5 


S 


zs 


100 


Furniture and millwork 


— 








— 


Leather and rubber goods 


IS 


II 


s 


32 


100 


Machinery mfg. 


10 


5 


7 


2>S 


100 


Mercantile establishments 


IS 


10 


7 


24 


100 


Miscellaneous metal products 


13 


7 


7 


49 


100 


Printing and publishing 
Public utilities: 


17 


II 


7 


19 


100 


Gas and electricity 


12 


6 


S 


32 


100 


Street railv^^ays 


16 


9 


12 


32 


100 


Telephone service 


14 


9 


9 


28 


100 


Total 



I20 



LABOR TURNOVER IN INDUSTRY 



and a total of 84 per cent had to their credit continuous service 
records of one year or less. Although in both periods there had 
also been a considerable exodus of long-service employees — 
18.8 per cent of all separating employees in 1913-14 and 16 per 

TABLE 
Length of Service of Employees (Separating Employees) Who Left 

OF War and Pre-War Periods, 
[1913-14: 34 establishments; 



Industry Group 


Number of 

ESTABT.TSH- 
MENTS 


Total Nxtm- 
BER OF Sep- 
arating Em- 
ployees 


Percentage Distribution in Each 
Had Worked 


3 Months 
OR Less 


Over 
3 Months 

TO 

6 Months 


Over 
6 Months 

TO 

I Year 


1913-14 

Automobiles and parts mfg 
Chem. indust's and refinerie. 
Clothing and textile mfg. 
Furniture and millwork 
Leather and rubber goods 
Machinery mfg. . . . 
Mercantile establishments 
Miscel. metal products mfg 
Printing and publishing 
Public utilities: 

Gas and electricity . 

Street railways . . 

Telephone service 




4 

I 

3 

2 

5 

2 

9 

4 

2 
2 


8,354 
1,395 
3>o97 

3,975 
6,075 

1,778 

12,384 

2,760 

3,603 
11,197 


73 
73 
48 

47 
55 
55 
51 
51 

38 
41 


9 
16 
12 

19 
14 
12 
16 
16 

25 
18 


9 

• 5 

9 

19 
12 
12 
14 
IS 

18 
18 


Total 


34 


54,618 


52 


16 


14 


1917-18 

Automobiles and parts mfg 
Chem. indust's and refinerie 
Clothing and textile mfg. . 
Furniture and millwork 
Leather and rubber goods . 

Machinery mfg 

Mercantile establishments . 
Miscel. metal products mfg. 
Printing and publishing 
Public utilities: 

Gas and electricity . . 

Street railways . . . 

Telephone service . . 


3 


5 
3 
3 

I 

13 
3 

13 
2 

I 
I 
8 


13,282 
8,980 
8,587 
4.030 

18,197 

1,862 

15,226 

930 

1,040 

3,728 

17,230 


49 
80 
58 
70 

59 
63 

77 
48 

44 
53 
50 


17 

9 

II 

12 

13 
12 

9 
10 

15 

17 
14 


16 
6 

II 
8 

II 

10 

6 

10 

14 
13 
12 


Total 




53 


93,092 


61 


13 


10 



LENGTH OF SERVICE 



121 



cent in 191 7-18 being employees with service records of over one 
year — a census of the active employees taken at the end of the 
period shows, nevertheless, large proportions of employees of 
long tenure; figures for 1913-14 show 38.2 per cent with con- 



35 6 

During Year Who Had Served Specified Periods of Time. 

BY Industry Groups 

1 91 7-1 8: 53 establishments] 



Comparison 



Industry 


Group of 


Separating 


Employees Who 




Continuously:— 










Over 


Over 


Over 






Industrial Group 


I Year 

TO 


2 Years 

TO 


3 Years 

TO 


Over 
5 Years 


Total 




2 Years 


3 Years 


5 Years 


















1913-14 


5 


2 


I 


I 


100 


Automobiles and parts mfg. 


3 


I 


I 


I 


100 


Chem. industries and refineries 


9 


5 


7 


10 


100 


Clothing and textile mfg. 
Furniture and millwork 


7 


3 


3 


2 


100 


Leather and rubber goods 


6 


5 


4 


4 


100 


Machinery mfg. 


13 


4 


2 


2 


100 


Mercantile establishments 


9 


4 


4 


2 


100 


Miscellaneous metal products mfg. 


9 


4 


4 


I 


100 


Printing and publishing 
Public utilities: 

Gas and electricity 


10 


3 


2 


4 


100 


Street railways 


10 


5 


4 


4 


100 


Telephone service 


8 


4 


3 


3 


100 


Total 












1917-18 


7 


5 


4 


2 


100 


Automobiles and parts mfg. 


2 


I 


I 


I 


100 


Chem. industries and refineries 


9 


3 


5 


3 


100 


Clothing and textile mfg. 


4 


I 


I 


4 


100 


Furniture and millwork 




— 


— 




— 


Leather and rubber goods 


10 


2 


2 


3 


100 


Machinery mfg. 


5 


2 


3 


5 


100 


Mercantile establishments 


4 


I 


I 


2 


100 


Miscel. metal products mfg. 


10 


6 


6 


II 


TOO 


Printing and publishing 
Public utilities: 


12 


S 


5 


5 


100 


Gas and electricity 


7 


2 


3 


5 


100 


Street railways 


9 


3 


6 


6 


100 


Telephone service 


7 


3 


3 


3 


100 


Total 



122 LABOR TURNOVER IN INDUSTRY 

tinuous service records from one to five years, and 32.9 per cent 
with service records of over five years, and figures for 191 7-18 
show 32.9 per cent of all active employees with service records 
of over one to five years and 27.8 per cent with continuous 
service records of over five years. 

A count of the actual length of service of 439 separated em- 
ployees in two establishments in the one-week-or-less group 
showed the number of employees having had specified days of 
service to be as follows: Less than one day of service, 21 
employees; one day, 94 employees; 2 days, 57 employees; 6 
days. III employees. This shows that over 25 per cent worked 
one day or less, about 80 per cent worked from two to five days, 
and only a little over 25 per cent worked a full week. 

The results of a separate study of the relative proportions of 
active and separated employees who had served specified periods 
of time are shown by industry groups in Tables 35 a and 35 b. 

In both periods rather marked variations may be observed in 
the relative proportions, in the different industry groups, of those 
in service at the end of the year and those separated during the 
year. The extent to which any industry group has long-service 
employees in the active work force will depend, of course, on 
the seasonal character of the industry, whether the work force 
has recently been extended, whether the plant has reduced its 
force by lay-off of those most recently hired, or on all of these 
factors combined. In the first two cases there will very probably 
be found a relatively smaller proportion of long-service em- 
ployees, while in the last case the number of employees of long 
tenure will be relatively larger. In the case of the active em- 
ployees, the influx of new workers during the war period due to 
enlarged industrial activities may be seen in the proportion of 
those having short-service records in 191 7-18 as compared with 
1913-14. In both periods employees of long tenure are found to 
a greater or less extent in all industry groups shown, the propor- 
tion of employees with over 5 years' service being in some cases 
almost one-half the total active working force. However^^ the 



Length of service 1^3 

enormous shifting of workers which took place during the war 
period, especially in war industries, is strikingly illustrated by 
the figures for separated employees. It will be observed that 
some industry groups show as high a proportion as 80 per cent 
of all the separated employees to have worked three months or 
less. The proportion of separated employees who had served 
one week or less appears to have been in some industry groups as 
high as from 60 to 80 per cent. A considerable number of long- 
service employees were lost to the different establishments during 
the war period, as may be seen from the rather large proportions 
of long-time employees who left the service in some industry 
groups. 

COMPARATIVE SERVICE STABILITY OF MALES AND FEMALES 

The figures shown in Tables 36, 37 and 38 are the result of a 
special study of the relative importance of the length of service 
as a factor in labor mobility in industrial establishments as 
between males and females. Table 36 summarizes for the war 
period the experience of 28 establishments in that regard. The 
figures of this table are presented graphically in Chart H on 
page 125. Table 36 shows the proportions of the males and females 
in the working force to be about equally divided in the lower 
length of service groups, the females having higher proportions 
in the service groups between six months and five years, but 
showing a much greater proportion of males in the over-five- 
years group. A comparison of the length of service of the 
separated male and female employees shows that larger propor- 
tions of separating male employees than females are bunched 
in the short-service periods. Thus, 63 per cent of the total 
number of separating males as against 50 per cent of the females 
had served less than three months. In the groups over-six- 
months-to-a-year the proportions are about equally divided. 
In the long-time-service groups of separated employees the 
figures for males show that they are less prone to sever connec- 
tions with an establishment after having worked in it a consider- 



124 



LABOR TURNOVER IN INDUSTRY 



able period of time. Of all the separating females whose service 
records were reported, 18.7 per cent had served over one to 
five years, whereas only 11. 3 per cent of all the separating males 

TABLE 36 

Length-of-Service Distribution of "Active Employees" (i.e., Those on 

Pay Roll at End of Year) and of Employees Who Left During the Year 

("Separating Employees"), Classified According to Sex, 191 7-18. 



Length-of-Service Period 






Employees on Pay Roll at 
End of Year (Active Em- 
ployees) Who Had 
Worked Specified Period 


Separated Employees 

Who Had Worked 

SpEariED Period 




Male 


Female 


Male 


Female 




Number 


I week or less . . . . 
Over I week to 2 weeks . 
Over 2 weeks to i month 
Over I month to 3 months 
Over 3 months to 6 months 
Over 6 months to i year 
Over I year to 2 years 
Over 2 years to 3 years . 
Over 3 years to 5 years . 
Over 5 years .... 






781 

886 

1,446 

3,247 

2,506 

3,554 
4,411 

2,654 

2,037 

11,853 


328 
370 
541 
1,633 
1,386 
2,508 
2,831 
1,583 
1,969 

3,654 


7,654 
4,236 
5,508 
8,839 
5,225 
4,042 
2,991 
755 
963 
1,473 


2,180 
1,077 

1,174 

2,686 

1,884 

1,824 

1,313 

544 

832 

857 


Total 


33,375 


16,803 


41,686 


14,371 




Per Cent 


I week or less . . . . , 




2.3 

2.7 

4.3 

9A . 

7-5 
10.6 
13.2 

8.0 

6.1 
35.5 


2.0 
2.2 
3-2 
9.7 
8.2 

I5-0 
16,8 
9.4 
11.7 
21.7 


18.4 
10.2 
13.2 
21.2 

9.7^ - 

7.2 
1.8 
2.3 
3.6 


15.2 

7.5 

8.2 

18.7 

13.1 
-12.7 
9.1 
3.8 
5.8 
6.0 


Over I week to 2 weeks . 
Over 2 weeks to i month 
Over I month to 3 months 
Over 3 months to 6 months 
Over 6 months to i year 
Over I year to 2 years . 
Over 2 years to 3 years . . 
Over 3 years to 5 years . , 
Over K vears ..... 












Total 




lOO.O 


lOO.O 


lOO.O 


lOO.O 



had served over one to five years. Finally, of the employees 
leaving after having served continuously more than five years 
3.6 per cent were males and 6.0 per cent were females. 



LENGTH OF SERVICE 



125 




126 



LABOR TURNOVER IN INDUSTRY 



TABLE 37 

Length-of-Service Distribution of "Active Employees" (i.e., Those on 
Pay Roll at End of Year) Classified According to Sex, 1913-14 and 

1917-18. 

(Number of establishments reporting, 1913-14, 30; 191 7-18, 28) 





Employees on Pay Roll ai 


End of Year (Active Em- 




ployees) Who Had Worked Continuously 




Specified Periods of Time - 


I 


Length-of-Service Period 


Male 


Female 




1913-14 


I9I7-I8 


1913-14 


I9I7-I8 






.^. Number 


/ 


I week or less . . . 





781 





328 


Over I week to 2 weeks . 






— 


886 


— 


370 


Over 2 weeks to i month 






— 


1,446 


— 


541 


Over I month to 3 months 






— 


3>247 


— 


ij633 


Three months or less . 






8,994 


6,360 


2,865 


2,872 


Over 3 months to 6 months 






6,738 


2,506 


1,867 


1,386 


Over 6 months to i year 






6,636 


3,554 


2,635 


2,508 


Over I year to 2 years 






10,245 


4,411 


4,722 


2,831 


Over 2 years to 3 years . 






8,996 


2,654 


3,641 


1,583 


Over 3 years to 5 years . 






12,584 


2,037 


4,694 


1,969 


Over 5 years .... 






27,3161 


11,853 


6,454 ' 


3,654 


Total 


81,509 


33,375 


26,878 


16,803 










Per Cent in 


Each Group 




I week or less 





2.3 





2.0 


Over I week to 2 weeks . 









2.7 


— 


2.2 


Over 2 weeks to i month 






— 


4-3 


— 


3-2 


Over I month to 3 months 






— 


9-7 


— 


9-7 


Three months or less . 






II.O 


19.0 


10.7 


17.1 


Over 3 months to 6 months 






^'S 


7.5 


6.9 


8.2 


Over 6 months to i year 






8.2 


10.6 


9.8 


15.0 


Over I year to 2 years 






12.6 


13.2 


17.6 


16.8 


Over 2 years to 3 years . 






II.O 


8.0 


13.5 


9.4 


Over 3 years to 5 years . 






15.4 


6.1 


17.5 


11.7 


Over 5 years .... 






S3'5' 


35.5 


24.0 1 


21.7 


Total 


lOO.O 


lOO.O 


lOO.O 


lOO.O 









1 Distributed as follows: 



Length-of-Service Period 


Male 


Female 


Over 5 to 7 years 

Over 7 to ID years 

Over 10 to 15 years 

Over IS to 20 years 

Over 20 years 


6,886 

8,265* 

6,974 

2,388 

2,803 


8.4 
10. 1 
8.6 
2.9 
3-4 


1,913 

2,030^ 

1,361 

649 


S.I 
1.9 

2.4 


Total 


27,316 


33-S 


6,454 


24.0 



" Includes i establishment with 328 males reported as having served "over 5 to 10 years." 
b Includes i establishment with 655 females reported as having served "over 5 to 10 years," 



LENGTH OF SERVICE 127 

The influence of the war period upon the length of service of 
males and females is brought out in Table 37. The figures are 
based upon the identical length of service distribution of the 
males and females in the active working forces of 30 establish- 
ments in 1914, and 28 establishments in 1918. It is evident that 
the proportion of short-service employees, both for males and 
females, is considerably greater in the war than in the pre-war 
period. In 1913-14 it appears that 27.5 per cent of the males 
and 27.4 per cent of the females of the active work force had 
service records of one year or less; the corresponding figures for 
the war period are 37.2 and 40.4 per cent, for males and females, 
respectively. The proportion of long-service employees in the 
active working force — and this applies to both males and 
females — decreased during the war period, as may be seen from 
the records of the number who had over one year's continuous 
service. In 1913-14 the figures show that 72.5 per cent of the 
males and 72.6 per cent of the females were in service for over 
one year. In 1917-18 the proportion of the males who served 
more than one year decreased to 62.8 per cent and the corre- 
sponding proportion of the females to 59.6 per cent. 

The summarized figures of the length-of-service distribution of 
28 estabUshments in 191 7-18 classified by sex as shown in Table 
36 are given in greater detail in Tables 38 a and 38 b which show, 
by industry groups, the length of service of active and separated 
male and female employees. 

The figures presented in these tables show pronounced varia- 
tions in the different industry groups in the proportion of male and 
female employees who had served given periods of time. This 
irregularity is apparent among both active and separating em- 
ployees. It will be noted, however, that, in many cases, there are, 
within the same industry group, only slight differences in the 
proportions of males and females havingidentical length of service. 
Yet in certain service groups there are evident rather wide differ- 
ences. Such discrepancies are noticeable in the over-five-years 
group, where male workers appear in much the larger proportions. 



128 



LABOR TURNOVER IN INDUSTRY 



TABLE 

Length-of-Service Distribution of Employees on the Pay Roll 

[1917-18: 28 











Per Cent Distribution of 




Number 

OF 


Number 




















Industry Group 


Estab- 


OF 




Over 


Over 


Over 




lish- 


Workers 1 


Week 


I Week 


2 Weeks 


I Month 




ments 




or Less 


to 
2 Weeks 


TO 

I Month 


TO 

3 Months 


Males 














Automobiles and parts mfg. . 


I 


1,681 


2 


4 


9 


17 


Chem. indust^s and refineries 


2 


2,995 


6 


4 


8 


17 


Clothing and textile mfg. 


2 


341 


2 


4 


6 


4 


Furniture and millwork . . 


I 


1,607 


3 


3 


6 


9 


Machinery mfg 


5 


1,451 


2 


3 


4 


9 


Mercantile establishments . 


4 


13,100 


3 


5 


4 


9 


Miscel. metal products mfg. . 


3 


1,150 


3 


3 


4 


10 


Printing and publishing . . 


2 


436 


3 


2 


4 


7 


Public utilities: 














Gas and electricity . . 


I 


1,557 


2 


2 


3 


8 


Street railways . . . 


I 


3,718 


I 


2 


4 


II 


Telephone service . . 


6 


5,339 


I 


I 


2 


5 


Total 


28 


33,375 


2 


3 


4 


10 


Females 














Automobiles and parts mfg. . 


I 


212 


— 


7 


14 


21 


Chem. indust's and refineries 


2 


445 


4 


5 


9 


20 


Clothing and textile mfg. 


2 


481 


5 


7 


7 


10 


Furniture and millwork . 


I 


86 


14 


8 


19 


^3 


Machinery mfg 


5 


311 




9 


II 


23 


Mercantile establishments . 


4 


313 


I 


2 


4 


20 


Miscel. metal products mfg. . 


3 


1,278 


8 


10 


15 


II 


Printing and publishing . . 


2 


504 


2 


I 


2 


5 


Public utilities: 














Gas and electricity . . 


I 


284 


5 


4 


5 


17 


Street railways . . . 


I 


490 


3 


6 


10 


19 


Telephone service . . 


6 


12,399 


2 


I 


2 


8 


Total 


28 


16,803 


2 


2 


3 


10 



^Tbe figures in this column refer to the 



LENGTH OF SERVICE 



129 



38a 

AT THE End of Year ("Active" Employees), by Sex and Industry Groups 
establishments] 



"Active" 


Employees Who Had Served Continuously: 




Over 


Over 


Over 


Over 


Over 






Industry Groxtp 


3 Months 

TO 


6 Months 

TO 


I Year 

TO 


2 Years 

TO 


3 Years 

TO 


Over 

S Years 


Total 




6 Months 


I Year 


a Years 


3 Years 


5 Years 






















Males 


14 


9 


IS 


6 


14 


II 


100 


Automobiles and parts, mfg. 


13 


16 


12 


s 


6 


12 


100 


Chem. indus's and refiner's 


4 


S 


9 


6 


8 


52 


100 


Clothing and textile mfg. 


5 


IS 


12 


S 


S 


37 


100 


Furniture and millwork 


.5 


9 


IS 


II 


4 


39 


100 


Machinery mfg. 


7 


12 


10 


4 


7 


37 


100 


Mercantile establishments 


7 


IS 


IS 


9 


8 


2S 


100 


Miscel. metal products mfg. 


5 


7 


9 


4 


4 


S6 


100 


Printing and publishing 
Public utilities: 


14 


IS 


17 


II 


7 


20 


100 


Gas and electricity 


12 


II 


12 


6 


S 


3S 


100 


Street railways 


4 


8 


10 


7 


10 


S3 


100 


Telephone service 


8 


II 


13 


8 


6 


36 


100 


Total 
















Females 


20 


17 


21 


— 


— 


— 


100 


Automobiles and parts, mfg. 


20 


16 


12 


S 


S 


4 


100 


Chem. indust's and refiner's 


7 


8 


9 


10 


12 


2S 


100 


Clothing and textile mfg. 


10 


IS 


S 


3 


I 


I 


100 


Furniture and millwork 


12 


10 


13 


9 


s 


9 


100 


Machinery mfg. 


II 


19 


13 


6 


9 


14 


100 


Mercantile establishments 


IS 


II 


9 


8 


S 


8 


100 


Miscel. metal products mfg. 


7 


6 


IS 


10 


9 


43 


100 


Printing and publishing 
Public utilities: 


II 


18 


17 


7 


6 


10 


ICX) 


Gas and electricity 


15 


12 


12 


S 


4 


14 


100 


Street railways 


7 


IS 


18 


10 


13 


24 


100 


Telephone service 


8 


IS 


17 


9 


12 


22 


ICX> 


Total 



aggregate number on pay lolls at end of year. 



130 



LABOR TURNOVER IN INDUSTRY 



TABLE 

Length-of-Service Distribution of Employees Who Left during 

[191 7-18: 







Total 




Per Cent Distribution of 




Number 

OF 


Number 

OF 




















Industry Group 


Estab- 


"Sepa- 




Over 


Over 


Over 




lish- 


rated" 


OR Less 


I Week 


2 Weeks 


I Month 




ments 


Em- 


TO 


TO 


TO 






plyees"! 


2 Weeks 


I Month 


3 Months 


Males 














Automobiles and parts, mfg. . 


I 


2,383 


23 


II 


14 


22 


Chem. indust's and refineries 


2 


7,253 


30 


13 


16 


22 


Clothing and textile mfg. 


2 


444 


II 


9 


17 


17 


Furniture and millwork . 


I 


3,763 


22 


10 


14 


23 


Machinery mfg. . . . . 


5 


3,472 


IS 


9 


10 


19 


Mercantile establishments . 


4 


10,755 


19 


9 


12 


22 


Miscel. metal products mfg. . 


3 


1,886 


22 


18 


14 


19 


Printing and publishing . . 


2 


459 


20 


S 


13 


13 


Public utilities: 














Gas and electricity 


I 


834 


5 


3 


14 


23 


Street railways . . . 


I 


3,430 


7 


7 


13 


25 


Telephone service . . 


6 


7,007 


13 


8 


14 


23 


Total 


28 


41,686 


18 


10 


13 


21 


Females 














Automobiles and parts, mfg. . 


I 


151 


30 


7 


13 


23 


Chem. indust's and refineries 


2 


747 


22 


II 


10 


25 


Clothing and textile mfg. 


2 


903 


16 


13 


13 


19 


Furniture and millwork . 


I 


267 


23 


8 


18 


27 


Machinery mfg 


5 


370 


31 


10 


10 


16 


Mercantile establishments . 


4 


334 


10 


10 


19 


26 


Miscel. metal products mfg. . 


3 


1,544 


22 


10 


10 


29 


Printing and publishing . . 


2 


471 


16 


4 


10 


15 


Public utilities: 














Gas and electricity . . 


I 


206 


6 


3 


9 


21 


Street railways . . . 


I 


298 


14 


9 


13 


21 


Telephone service . . 


6 


9,080 


14 


6 


5 


16 


Total 


28 


14,371 


15 


7 


8 


19 



^ The figures in this column refer to the aggregate number in each 



LENGTH OF SERVICE 



131 



38 b 

THE Year ("Separating Employees") by Sex and Industry Group 
28 establishments] 



"Separating" Employees Who Had Served Continuously:— 




Over 
3 Months 

TO 

6 Months 


Over 

6 Months 

to 

I Year 


Over 

1 Year 

TO 

2 Years 


Over 

2 Years 

TO 

3 Years 


Over 
3 Years 

TO 

5 Years 


Over 

5 Years 


Total 


Industry Group 
















Males 


12 

9 


9 
6 


4 
2 


2 


4 

I 


I 


100 
100 


Automobiles and parts, mf g. 
Chem. indust's and refiner's 


14 
12 


8 
8 


6 

4 


6 

I 


3 

I 


9 
4 


100 
100 


Clothing and textile mfg. 
Furniture and millwork 


13 
12 


12 

10 


13 
6 


2 
2 


2 
3 


5 
4 


100 
100 


Machinery mfg. 
Mercantile establishments 


13 
10 


8 
10 


4 
6 


I 
5 


I 
7 


I 
12 


100 
100 


Miscel. metal products mfg. 
Printing and publishing 
Public utilities: 


13 

17 


15 
13 


12 
8 


5 
2 


5 
3 


5 
5 


100 
100 


Gas and electricity 
Street railways 


15 


10 


7 


2 


4 


4 


100 


Telephone service 


13 


10 


7 


2 


2 


4 


100 


Total 
















Females 


15 
17 


10 
8 


I 
3 


I 


2 


I 


TOO 
TOO 


Automobiles and parts, mfg. 
Chem. indust's and refiner's 


10 
16 


14 

7 


5 , 

I 


4 


3 


2 


100 
100 


Clothing and textile mfg. 
Furniture and millv^ork 


9 
13 


7 
II 


14 

5 


I 
2 


I 
3 


3 


100 
100 


Machinery mfg. 
Mercantile establishments 


14 
10 


5 
10 


6 
12 


2 

7 


I 
5 


I 

IT 


TOO 

100 


Miscel. metal products mfg. 
Printing and publishing 
Public utilities: 


22 
16 


12 
II 


12 
4 


4 

2 


6 
3 


5 
6 


100 

TOO 


Gas and electricity 
Street railways 


13 


14 


II 


4 


8 


8 


100 


Telephone service 


13 


13 


9 


4 


6 


6 


ICO 


Total 



group who left during the year. 



a Less than 0.5 per cent. 



132 



LABOR TURNOVER IN INDUSTRY 



LENGTH OF SERVICE OF SKILLED AND UNSKILLED 

The relation between the degree of skill and the length of 
service of both active and separated employees was made the 
subject of a special inquiry reporting the experience of 17 estab- 
lishments covering the years 1913, 1914 and 1915. The results 
are shown in Table 39, 

TABLE 39 

Length-of-Service Distribution of "Active Employees" (i.e., Those on 

Pay Roll at End of Year) and of Employees Who Left during the Year 

("Separated Employees"), Classified According to Skill, 1913-1915 



Length-of-Service Group 


Employees on Pay Roll at 
End op Year (Active Em- 
ployees) Who Had 
Worked Continuously 
Specified Periods 


Separated Employees 
Who Had Served Con- 
tinuously FOR SPKCfTIED 

Periods 




Skilled 


Unskilled 


Skilled Unskilled 




Number 


3 months or less 

Over 3 to 6 months .... 
Over 6 months to i year . . 

Over I to 2 years 

Over 2 to 3 years 

Over 3 to 5 years 

Over 5 years 


2,169 
1,449 
1,523 
2,921 
2,286 
3,011 
6,67s 


4,442 
2,102 

i,Si8 
2,26s 
2,297 
2,560 
3,oiS 


7,072 

2,2X8 

1,869 
932 
640 
412 
S36 


11,145 
2,875 
2,06s 
1,211 

545 
400 
308 


Total 


20,034 


18,199 


13,679 


18,549 




Per Cent Distribution 


3 months or less 

Over 3 to 6 months .... 
Over 6 months to i year . . 
Over I to 2 years . . . . . 

Over 2 to 3 years 

Over 3 to 5 years 

Over 5 years 


10.8 
7.2 
7.6 
14.6 
11.4 
ISO 
33-3 


24.4 
11.6 

8.3 
12.4 
12.6 
14.1 
16.6 


S1.7 

16.3 

13.7 

6.8 

4.7 
3.0 
3-9 


60.1 

15.5 

II. I 
6.5 
2.9 
2.2 

1-7' 


Total 


lOO.O 


lOO.O 


lOO.O 


lOO.O 



The figures indicate that only about one-tenth of the skilled 
employees on the pay roll, but nearly one-fourth of the unskilled, 



LENGTH OF SERVICE 133 

had served as short a time as three months or less. The pro- 
portions of the skilled and unskilled active employees who had 
served from one to five years are about the same; in the over- 
five-years service group of active employees there is a consider- 
able difference, however, the proportion of skilled in that group 
being 33.3 per cent, whereas the proportion of unskilled is only 
16.6 per cent. Among the separated employees it is only in the 
long service groups that there is any decided difference in the 
relative proportions of skilled and imskilled employees, the 
unskilled separating employees showing a slightly higher per- 
centage in the length-of-service groups of one year or less, the 
figures being 81.7 per cent for skilled and 86.7 per cent for un- 
skilled. In the over-one-to-five-year groups the proportion of 
separated skilled employees is 14.5 per cent, and that of the 
unskilled 11.6 per cent; in the over-five-years group the skilled 
represented 3.9 per cent and the imskilled 1.7 per cent of the 
total separations.^ 

In the discussion of the relative mobility of the skilled and 
imskilled workers, attention has been directed to the fact that 
there was more frequent shifting among the unskilled workers 
generally, as compared with the skilled, and that this shifting of 
the unskilled has taken on enormous proportions during later 
years.* The mobility records of individual workmen are of no 
little interest in this connection. In 1914, Mr. P. A. Speek, an 
investigator for the Commission on Industrial Relations, made 
a very thorough and painstaking first-hand study of the imskilled 
migratory worker. In his report to the Commission, Mr. Speek 
includes as an appendix the '* copies of record cards of 7 typical 
floating laborers applying at the State Free Employment Office, 
Milwaukee, Wisconsin (in the period 1911-1913), showing the 
(lumber and nature of jobs during certain periods of time." 
These records show in chronological order the nature of the 
various jobs held, with the dates on which the laborers were sent 
to those jobs. A smnmary of the records follows: 

* See also Tables 19, 24, and 49. * See Table 19. 



134 LABOR TURNOVER IN INDUSTRY 

1. Patrick J. Flynn, 87 jobs during 23 months and 6 days, or one job in 

every 8 days. 

2. Jos. Stein, 7 jobs during 5 months and 4 days, or one job in every 

22 days. 

3. Frank O'Neill, 16 jobs during 7 months and 10 days, or one job in every 

14 days. 

4. Matt Brewer, 20 jobs during 10 months and 19 days, or one job in 

every 16 days. 

5. Chas. Sommer, 72 jobs during 10 months and 19 days, or one job in 

every 4! days. 

6. Fred Miller, 59 jobs during 6 months and 8 days, or one job in every 

3i days. 

7. William Thompson, 34 jobs during 12 months and 14 days, or one job 

in every 11 days.^ 

A very interesting side-light upon the shifting of common 
laborers during the war period and the duration of their employ- 
ment on different jobs is furnished by the record of one of the 
large printing establishments in the Middle West shown in 
Table 40, on page 135. 

For a period of three months this firm kept a record of the 
length of service of unskilled male laborers who left their employ. 
Besides recording the length of time jobs have been held, the age, 
wage rate received, and finally, the reason for leaving of each 
individual worker, are also given. The period under considera- 
tion marks one of enormous expansion in industrial activity, and 
the competition for labor, especially for common labor, was 
exceedingly keen during the period under observation. The 
influence of these factors upon the situation is very clearly re- 
flected in the data shown in this table. Of the 78 individual 
laborers listed 37 worked less than a week, 11 worked a full week, 
10 worked between 10 days and 3 weeks, and only 20 worked 
more than a month before they quit. It does not appear that 
either the age or wage rate influenced stability to any appreciable 
extent one way or another. Men of all age groups and of both 

* P. A. Speek, "Report on Floating Laborers" (Typewritten manuscript report 
to the Commission), Appendix ii, pp. 84-91. 



LENGTH OF SERVICE 



135 



TABLE 40 

Length-of-Service Records of 78 Unskilled Male Laborers Hired on or 

SINCE July i, 1918, but not on Pay Roll October, 19 18, in a Printing 

Concern. (Establishment No. 151.) 



Employee 
Number 


Age 


Rate per 
Hour 


How Long 
Employed 


Reason for Leaving 


I 


23 


.30 


Two Hours 


Failed to report. 


2 


20 


•25 


Half a Day 


No reason. 


3 


21 


.30 


One Day- 


No reason. 


4 


19 


.30 


One Day- 


Work too hot. 


5 


21 


•30 


One Day- 


Too hard. 


6 


19 


•30 


One Day 


Work too hard. 


7 


17 


•30 


One Day 


Failed to report. 


8 


18 


.27 


One Day 


Cannot stand the heat. 


9 


18 


.24 


One Day 


Another position. '''^' 


10 


18 


.25 


One Day 


No reason. 


II 


69 


.29 


One Day 


Work too heavy. 


12 


19 


.25 


One Day 


No reason. 


13 


19 


.27 


One Day 


Cannot stand the heat 


14 


19 


.30 


One Day 


No reason. 


15 


49 


.30 


One Day 


Too hard. 


16 


18 


•25 


One Day 


No reason. 


17 


18 


.27 


One Day 


Another position. ""^ 


18 


18 


.30 


One Day 


No reason. 


19 


17 


.18 


One Day 


Failed to report. 


20 


18 


•30 


One Day 


Cannot stand heat. 


21 


19 


•30 


One Day 


Too hot. 


22 


50 


.27 


One Day 


Failed to report. 


23 


18 


.27 


One Day 


Cannot stand the heat. 


24 


29 


.30 


One Day 


No reason. 


25 


18 


.30 


One Day 


No good. 


26 


18 


.27 


Two Days 


Failed to report 


27 


19 


.27 


Two Days 


No reason. 


28 


16 


.16 


Two Days 


No reason. 


29 


18 


•30 


Two Days 


Failed to report 


30 


17 


•30 


Two Days 


Back to the country. 


31 


17 


.27 


Three Days 


Work too hot. 


32 


18 


.25 


Three Days 


No reason. 


33 


18 


.30 


Four Days 


Too lazy. 


34 


41 


.27 


Four Days 


Failed to report. 


35 


38 


•30 


Four Days 


Too hard. 


36 


18 


.25 


Five Days 


No reason. 


37 


18 


.25 


Five Days 


No reason. 


38 


18 


•25 


One Week 


No reason. 


39 


26 


•30 


One Week 


Work too hard. 


40 


31 


.20 


One Week 


Did not want to work. No good. 


41 


17 


.30 


One Week 


No good. 


42 


26 


•30 


One Week 


Too lazy. 


43 


16 


.16 


One Week 


Discharged, 


44 


35 


.30 


One Week 


No reason. 


45 


18 


.27 


One Week 


No reason. 



136 



LABOR TURNOVER IN INDUSTRY 



TABLE iO — Continued 

Length-of-Service Records of 78 Unskilled Male Laborers Hired on or 

SINCE July i, 1918, but not on Pay Roll October, 1918, in a Printing 

Concern. (Establishment No. 151.) 



Employee 
Number 


Age 


Rate per 
Hour 


How Long 
Employed 


Reason for Leaving 


46 


36 


•30 


One Week 


Ordered to look for essential work. 


47 


16 


•23 


One Week 


No reason. 


48 


ao 


.24 


One Week 


No reason. 


49 


35 


.30 


Ten Days 


Too hard. 


50 


16 


.18 


Two Weeks 


Failed to report. 


51 


18 


.25 


Two Weeks 


No good. 


52 


16 


.16 


Two Weeks 


No reason. 


S3 


18 


.27 


Two Weeks 


Better paying job. 


54 


52 


•32 


Two Weeks 


Another position. 


55 


21 


.27 


Two Weeks 


No reason. 


56 


56 


•30 


Three Weeks 


No reason. 


57 


16 


.22 


Three Weeks 


No reason. 


58 


23 


.27 


Three Weeks 


Another position. ■— 


59 


17 


•25 


One Month 


No reason. 


60 


21 


.27 


One Month 


No reason. 


61 


19 


.27 


One Month 


Another job. ^^ 


62 


51 


.30 


One Month 


No reason. 


63 


18 


.30 


One Month 


Better job. —^ 


64 


38 


•32 


One Month 


Drunk. 


65 


43 


.29 


One Month 


Another job. 


66 


17 


.27 


One Month 


Work too hot for him. 


67 


33 


.29 


One Month 


Discharged. 


68 


18 


•30 


One Month 


Better job. ^--^ 


69 


40 


•33 


One Month 


No reason. 


70 


16 


.18 


Six Weeks 


No reason. 


71 


48 


•30 


Six Weeks 


No reason. 


72 


22 


.29 


Six Weeks 


Left city. 


73 


49 


.27 


Two Months 


Has better paying job. — ^ 


74 


16 


.18 


Two Months 


Better job. 


75 


18 


.26 


Two Months 


No reason. 


76 


43 


.30 


Two Months 


Wanted more money. 


77 


33 


.30 


Three Months 


No reason. 


78 


47 


.29 


Three Months 


No reason. 



higher and lower hourly wage rates are found among those 
employees who served only a few days as well as among those 
who had served longer periods. Half of the workers listed left 
without giving any reason or giving any notice of their intention 
to leave. A large proportion left because they found the work 
either too hot or too hard; only a few of those who quit indicated 
that they had other jobs in view. 



LENGTH OF SERVICE 



137 



LENGTH OF SERVICE IN DIFFERENT PLANT DEPARTMENTS 

Just as the labor instability is not distributed in equal degree 
among the different sections of the work force, so the length of 
service of the active employees as well as the employees leaving 
differs widely in different sections of the work force. This is 
well illustrated in Table 41. 

TABLE 41 

Length-of-Service Distribution of "Active Employees" (i.e., Those on 

Pay Roll at End of Year), and of Employees Who Left during the Year 

("Separated Employees"), in a Men's Clothing-Manufacturing 

Plant (Establishment No. 103), 191 7-18 





Employees on Pay Roll at End 
OF Year (Active) in — 


Employees Separated During 
the Year In — 


Length-of-Service 
Group 


General 
Depart- 
ment 
(Clerical 
Etc.) 


Tailor- 
ing 
Depart- 
ment 


Cutting 

AND 

Trimming 
Depart- 
ment 


General 
Depart- 
ment 
(Clerical 
Etc.) 


Tailor- 
ing 
Depart- 
ment 


Cutting 

and 
Trimming 
Depart- 
ment 




Number 


I week or less . . . 
Over I week to 2 weeks 
Over 2 weeks to i month 
Over I month to 3 months 
Over 3 months to 6 

months 

Over 6 months to i year 
Over I year to 2 years . 
Over 2 years to 3 years . 
Over 3 years to 5 years . 
Over 5 years .... 


5 
II 

63 
108 

64 
136 
144 

92 

84 
208 


4 

34 

115 

205 

472 
376 
698 
596 
610 
1,029 


8 

7 
5 

12 

40 
13 

55 

24 

36 

295 


144 
106 
150 
327 

247 

207 

143 

43 

52 

45 


855 
475 
521 
993 

438 
402 

511 
154 
323 
150 


106 
114 
165 
212 

I2S 

127 

48 

24 

27 

6 


Total .... 


91S 


4,139 


495 


1,464 


4,822 


954 




Per Cent 


I week or less . . . 
Over I week to 2 weeks 
Over 2 weeks to i month 
Over I month to 3 

months ..... 
Over 3 months to 6 

months 

Over 6 months to i year 
Over I year to 2 years . 
Over 2 years to 3 years . 
Over 3 years to 5 years . 
Over 5 years .... 


1.2 
6.9 

11.8 

7.0 
14.9 
15-7 

lO.I 

9.2 

22.7 


.1 

.8 

2.8 

5.0 

11.4 

9.1 

16.9 

14.4 

14.7 
24.9 


1.6 
1.4 

I.O 

2.4 

8.1 
2.6 

II. I 
4.8 
7.3 

59.6 


9.8 

7.2 

10.2 

22.3 

16.9 
14.1 
9.8 
2.9 
3.6 
31 


17.7 

9.6 

10.8 

20.6 

9.1 

8.3 
10.6 
3-2 
6.7 
31 


II. I 
11.9 
173 

22.2 
13.1 

.50 

2.5 

2.8 

.6 


Total .... 


lOO.O 


1 00.0 


lOO.O 


lOO.O 


lOO.O 


lOO.O 



138 LABOR TURNOVER IN INDUSTRY 

The proportion of short-service employees in the active work- 
ing force is greatest in the ^^ general" department — where 20.4 
per cent of those in service at that time had served 3 months 
or less. In the tailoring department the corresponding length- 
of-service group has 9 per cent, and in the cutting and trimming 
departments 6 per cent, of the employees on the pay roll. This 
hrm, known for its liberality in dealing with labor, is able to show 
a proportion of long-service groups well above that of the 
ordinary run of establishments. The proportion of employees 
with service records of over one year is 57.7 per cent, 70.9 per 
cent and 82.8 per cent, respectively, in the three departments 
named. Turning to the separating employees, it is evident that 
the cutting and trimming department lost fewer of its old-time 
employees than the other two groups, although a good deal of 
shifting also took place in these latter departments, as is 
indicated by the large proportion of employees who left employ- 
ment after short periods of service. 

AVERAGE WEEKLY SERVICE RATES 

It is a matter of course that as the period of service increases 
the number of employees who have served such period decreases 
— and decreases usually at a progressively increasing rate. 
This naturally holds true for both active and separating groups 
of employees. The length-of-service figures presented in the 
preceding pages do not reveal this tendency, for the reason that 
the length-of-service records were not tabulated on a scale made 
up of equal intervals of time. In Table 34, for example, it 
appears that nearly as many separated employees had service 
records falling within a range of from one to seven days as had 
service records of from one to three months — in which group 
the range is about nine times as great. This statement of the 
situation is tiue, but misleading. The really significant difference 
is that between the number of quitters who had worked one 
week or less and the average weekly number of quitters into 
which the total number who had worked from one to three 



LENGTH OF SERVICE 139 

months is distributed. The comparison should be between weekly 
averages of active and separated employees in the different 
tenure groups. In other words, the important thing to know 
is not so much the number leaving who had one to three months' 
service records as the number of quitters assignable on the 
average to each of the nine weeks of the one to three months' 
period — what may for the sake of brevity be called the average 
weekly number leaving (or working on the active force) in each 
classified service period. 

LENGTH OF SERVICE AND TYPE OF SEPARATION^ 

This ^^ weekly average'' is made the basis of Table 42 which 
shows the number, per cent distribution, and corrected (i.e., 
weekly average) separation service rates per full-year worker, 
of employees quitting voluntarily, laid off, and discharged from 
30 establishments reporting for the pre-war period.^ 

In this table the declim'ng scales of corrected rates indicate 
much more accurately than do the unsubdivided figures the 
relative importance of long and short time employees as. factors 
in the turnover situation. Relatively high average weekly (i.e., 
corrected) separation rates, particularly in the shorter time 
periods, indicate relatively low stability — that is to say, high 
turnover. Thus it is evident from the corrected separation rates 
of Table 42 that in every service period the frequency of quitting 
voluntarily is from 3 to 7 times as rapid as the frequency of lay-off 
separation and from 2 to 5 times as rapid as the frequency of 
discharge. For all three types of separation by far the heaviest 
responsibility falls on the under-3-months group in which em- 
ployees leave, whatever the circumstances of their separation, 
4 and 5 times as rapidly as they do in the 3-to-6-months group. 
In the latter group, in turn, they leave almost twice as rapidly 
as in the 6-to-9-months group; taking the extreme ends of 

^ See Chapter VI for discussion of type of separation without reference to length 
of service. 

2 See footnote i to Table 42, page 140. 



140 



LABOR TURNOVER IN INDUSTRY 



TABLE 42 

Number, Per Cent Distribution, and Corrected Separation Service Rates 
OF Employees Quitting, Laid Off, and Discharged during One Year 

(30 establishments, 1913, 1914, origis) 





Employees Leaving in the Manner Indicated, Who Had Worked Continuously: 


Type at 
Separation 


Months 
or 

I«ESS 


Over 

3 TO 6 

Months 


Over 

6 TO 9 

Months 


Over 9 
Months 

TO 

I Year 


Over 

I TO 2 

Years 


Over 
2 TO 3 
Years 


Over 

3 TO 5 

Years 


Over 
Years 


Total 




Number 


Quit . . 
Lay off . . 
Discharge . 


17,809 
4,176 
7,606 


4,069 
I, III 
1,474 


2,224 
780 
830 


1,391 
344 
511 


2,541 
551 
899 


1,270 
258 
378 


1,038 
156 
312 


1,045 
154 
261 


31,387 

7,530 

12,271 


Total 


29,591 


6,654 


3,834 


2,246 


3,991 


1,906 


1,506 


1,460 


51,188 




Per Cent Distribution in Each Service Group | 


Quit . . 

Layoff . . 
Discharge . 


60 
26 


61 

17 
22 


58 
20 
22 


62 
15 
23 


64 
14 
23 


67 
14 
20 


69 
10 
21 


72 
II 

18 


61 
15 

24 


Total 


100 


100 


100 


TOO 


100 


100 


100 


100 


100 




Corrected Separation Service Rates per Full-year Worker » 


Quit . . 
Layoff . . 
Discharge . 


.295 
.069 
,126 


.067 
.018 
.024 


.037 
.013 
.014 


.023 
.006 
.008 


.011 
.002 
.004 


.006 
.001 
.002 


.002 
.001 


— 


.519 
.125 
.203 


Total 


.490 


.109 


.064 


.037 


.017 


.009 


.003 


— 


.847 



» Based on the 181,419,000 labor hours put in during one year by employees of 30 establishments 
and corrected for inequality of time periods by dividing the crude rates in each group by the number 
of Quarterly periods in it, as follows: 

3 months or less i Over i to 2 years .... 4 

Over 3 months to 6 months . i Over 2 to 3 years . • • • 4 

Over 6 to 9 months . . . . i Over 3 to 5 years . • . • 8 

Over 9 months to i year • . z 

• Lesa than .000s. 



LENGTH OF SERVICE 141 

the service scale it appears that employees leave voluntarily 
and are laid off or discharged at least one hundred times as 
rapidly from the under-3 -months as they are from the 3-to-5 -years 
group. The percentage distribution figures indicate that in each 
service group, quits, lay-offs, and discharges make up roughly 
the same proportion of the total separations assignable to each 
service group, quits ranging from 58 to 72 per cent, lay-offs from 
10 to 20 per cent, and discharges from 18 to 26 per cent. 



CHAPTER IX 

Stable and Unstable Employees 

t 

In the discussion of the figures on the length of service of the 

active working force attention has been called to the fact that 

in each establishment at a given time there will, of course, be 

found a certain proportion of long-service employees. No matter 

what divisions of the working force may be considered — shifts, 

departments, the skilled and unskilled, distinct occupations, etc. 

and whatever the prevailing factors may be that influence the 

rate of labor mobility of these groups — they all will be found 

to contain elements of stability. Inordinate shifting of labor is 

characteristic only of certain parts of the working force. This 

of course, does not mean that senior employees do not sooner 

or later also change their employment and that they are not to 

be reckoned at all as a factor in labor mobility. But in each | 

estabUshment at a given time will be found a nucleus of workers I 

who have become a part of the permanent working force, who 

have grown up in the establishment, as it were, and who are for 

various reasons less desirous of change. The fact that it is only 

a portion of the working force which becomes a factor in the 

labor mobility over a given period shows that there is more or 

less concentration in the mobility of the plant force, and for that 

reason the rates of mobility as applied to the working force as a | 

whole do not correctly assign the direct responsibility for the 

labor flux. It is evident that the rates of mobility would be the 

same if the whole working force changes completely once in the 

course of a year, or, if one-half of the work force changes two f 

times, or, one-fourth of the work force changes four times, in 

the course of a year, and so on. In the presentation of the figures 

that follow an attempt is made to establish a more simple and 

direct connection between length of service and labor mobility. 

142 



STABLE AND UNSTABLE EMPLOYEES 143 

The detailed period-of-service figures of active employees in 
the industjy groups shown in Table 35 in seven length-of- 
service divisions, have been condensed in Table 43 into just two 
divisions; those who have served continuously for periods up to 
one year and those who have continuous service records of over 
one year. The same figures are shown graphically in Chart 1. 



TABLE 43 

Number and Per Cent Distribution of "Active Employees" Who Had 

Served One Year or Less and Over One Year, Respectively, in Specified 

Industry Groups, 191 7-18. (53 Establishments) 



1 






Number 


Per Cent 


1 Industry Group 


One 
Year 

OR 

Less 


Over 
One 

Year 


One 
Year 

OR 

Less 


Over 
One 
Year 


Automobiles and parts manufacturing 
1 Chemical industries and refineries 

Clothing and textile manufacturing 

Furniture and mill work . . . 

Machinery manufacturing . 
, Mercantile establishments . 

Miscellaneous metal products mfg. 

Printing and publishing . . . 
1 Public utilties: Gas and electricity 
Street railways 
Telephone service 






4,429 
2,513 
1,972 

i729 

6,760 

625 

2,750 

231 

864 

1,908 

5,667 


4,086 

1,335 

4,399 

964 

11,504 

826 

3,410 

709 

977 

2,300 

12,811 


52.0 
65.0 
31.0 
43 -o 
37.0 
43 -o 
45.0 
25.0 
47.0 
45-0 
31.0 


48.0 
35.0 
69.0 
57.0 
63.0 
57.0 
55.0 
75-0 
53.0 
55-0 
69.0 


Total 






28,448 


43,321 


40.0 


60.0 



It is at once evident that of 71,769 persons on the pay rolls of 
the 53 establishments on June i, 191 8, 43,321 or 60 per cent had 
been in continuous service over one year. These long-service 
employees were in no way responsible for the labor mobihty of 
these establishments for the 12-month period ending with that 
date. The proportion of employees who were free from responsi- 
bility for the labor shifting depends upon the proportion of long- 
service employees in the working force, which, as may be seen, 
varies considerably between the industry groups shown, the 
highest percentage of employees having service records of over 



144 



LABOR TURNOVER IN INDUSTRY 



9 









I 



<s 



s 






I 









& 



§ 



I ^ ^ 

^ I I 



bo 

I 

H 

1 

I 
c 



1 1 
I I 

s I 

3 



8 

I 






S .-a 



I 



-8 




^ 



•0 



to 



•43 



3 



J I 
•• 1 



9 

I 





la 



I 2 I 



•tJ .w 









to 

I 
1 



I 



a 



STABLE AND UNSTABLE EMPLOYEES 145 

one year being in printing and pubKshing. Generally, the 
proportion of over-one-year active-service employees is greater 
than the proportion of active employees who have worked less 
than one year. There are two exceptions among the industry 
groups: automobiles and parts manufacturing and chemical 
industries and refineries. In these two groups the proportion of 
active employees with service periods of less than one year is 
greater than those with over one year's service. 

Knowing the number of employees with service records at 
least as long or longer than the period for which the labor mo- 
bility is reported, the responsibility of that part of the working 
force which has actually occasioned the labor instability can 
be definitely estabhshed, and in Table 44 the base upon which the 
rate of mobility is measured is that part of the work force which 
directly contributed to it. The rate figures given in the table 
are plotted on Chart J on page 148. The table and graph show 
the responsibility for labor mobility of the stable and unstable 
employees, respectively.^ 

It will be observed that in these 53 establishments with a 
working force of 69,553 there were at the end of the year 43,321 
employees, representing 62 per cent of those on the pay roll, 
with a service record of over one year. These employees were 
not responsible for any of the labor changes that took place 
during the year. The labor mobility is thus concentrated on 
26,232 workers or 38 per cent of the total work force. This 
relatively small part of the work force was responsible for the 
labor changes which took place during the year, involving 
93,206 accessions and 96,207 separations, a labor flux of 189,413 
persons. This means that for every worker on the unstable 
work force more than 3 persons were hired and nearly 4 persons 
left employment, involving altogether more than 7 labor changes 
for each worker. A comparison of the labor mobility of the stable 
and unstable working force shows the labor mobility rates based 

^ For detailed figures regarding stable and unstable employees in individual es- 
tablishments see Table C in the Appendix. 



146 



LABOR TURNOVER IN INDUSTRY 



TABLE 

Comparison of Labor Mobility Rates Based on the Total Working Force 

Industry Groups, Year 



Industry Group 



Automobiles and parts 
Chemical industries and refineries 
Clothing and textile mfg. . 
Furniture and millwork 

Machinery mfg 

Mercantile establishments 
Miscellaneous metal products mfg. 
Printing and publishing . 
Public utilities: Gas and electricity 

Street railways . 

Telephone service 



Total 



Automobiles and parts 
Chemical industries and refineries 
Clothing and textile mfg. . 
Furniture and millwork 

Machinery mfg 

Mercantile establishments 
Miscellaneous metal products 
Printing and publishing 
Public utilities: Gas and electricity 

Street railways . 

Telephone service 



Average 



Number 
OF Es- 
tablish- 
ments 



5 
3 
3 

I 

13 
3 

13 
2 

I 
I 



53 



Total 

Working 

Force 1 



8,773 
3,290 
6,837 
1,514 

17,047 
1,371 
6,732 
1,011 
1,933 
3,643 

17,403 



69,553 



Unstable 

Part of 

Working 

Force 



4,687 
1,955 
2,438 

550 
5,543 

545 
3,322 

302 

956 
1,343 
4,591 



26,232 



Per Cent 

Unstable 

Part of 

Working 

Force 

Is OF Total 

Working 

Force 



53 
59 
36 
36 
33 
40 

49 
30 
49 
37 
26 



38 



Rate of Change Per Full-year Worker (Based 
ON Total Working Force) 2 



Accession 



1.44 

3-27 

.99 

2.25 

1.23 

1. 41 

2.34 

.75 

.81 

.84 

.90 



1.35 



Separation 



1.53 
2.97 
1.26 
3.03 
I. II 

1.35 
2.28 

.93 

.54 
1.02 
1.05 



1.38 



Flux 



2.97 
6.24 
2.25 
5.28 

2.34 
2.76 
4.62 
1.68 

1-35 
1.86. 

1.95 



2.73 



» This number is 2216 less than the number on the pay roll of the 53 establishments at the end 
service having been reduced to equivalent full year, or 3000 hour, workers. 

2 Represents ratio of labor changes (accessions, separations and flux) to labor hours of total working 

3 Represents ratio of labor changes (accessions, separations and flux) to labor hours of unstable 
part of the working force. 



STABLE AND UNSTABLE EMPLOYEES 



147 



44 

WITH Rates Based on the Unstable Part of the Working Force in Specified 
Ending May 31, 1918 



Labor Hours 
W0FKF.D By:— 


Labor Changes 




Total 
Wok KING 
Force 
(Thou- 
sands) 


Unstable 
Part of 








Industry Group 


Working 


Acces- 


Separa- 


Total 




Force 
(Thou- 
sands) 


sions 


tions 


(Flux) 




26,319 


14,061 


12,659 


13,490 


26,149 


Automobiles and parts 


9,870 


5,865 


10,743 


9,780 


20,523 


Chem. industries and refineries 


20,511 


7,314 


6,771 


8,587 


15,358 


Clothing and textile mfg. 


4,542 


1,650 


3,410 


4,566 


7,976 


Furniture and millwork 


51,141 


16,629 


20,881 


18,686 


39,567 


Machinery mfg. 


4,113 


1,635 


1,931 


1,862 


3,793 


Mercantile establishments 


20,196 


9,966 


15,803 


15,403 


31,206 


Miscellaneous metal products mfg. 


3,033 


906 


749 


930 


1,679 


Printing and publishing 


5,799 


2,868 


1,585 


1,040 


2,625 


Public utilities: Gas and electricity 


10,929 


4,029 


3,058 


3,728 


6,786 


Street railways 


52,206 


13,773 


15,616 


18,135 


33,751 


Telephone service 


208,659 


78,696 


93,206 


96,207 


189,413 


Total 


Rate 


of Change 


per Ful 


l-year W 


ORKER 


'% ^"■■' 


(Basi 


n) on Unstj 


vble Par 
Force) a 


r OF Wo 


rking 


•:^- . ' 


Accession 


Separation 


Flux 




2.70 






2.88 






5.58 


Automobiles and parts 


5-49 






5.01 






10.50 


Chemical industries and refineries 


2.79 






3.51 






6.30 


Clothing and textile mfg. 


6.21 






8.31 






14.52 


Furniture and millwork 


3.78 






3.36 






7.14 


Machinery mfg. 


3-54 






342 






6.96 


Mercantile establishments 


4.77 






4.65 






9.42 


Miscellaneous metal products 


2.45 






3.09 






5.58 


Printing and publishing 


1.65 






1.08 






2.73 


Public utilities; Gas and electricity 


2.2J 


, 




2.79 






5.07 


Street railways 


3.3^ 


) 




3.96 






7.35 


Telephone service 


3.5^ 


\ 




3.66 






7.20 


Average 



oi May, 1918, shown in Table 34, the labor time of the employees with less than one year's continuous 



force, or, in other words, to the eqmvalent number of full-year workers in the total working force, 
part of working force, or, in other words, to the equivalent number of full-time workers in the unstable 



148 



LABOR TURNOVER IN INDUSTRY 



on the labor hours of the unstable part of the work force to be 
nearly three times as great as the labor-change rates based on 

Chart J. Comparison of Labor Flux Rates Based on the Total Work 

Force with Rates Based on the Unstable Part of the Work 

Force, by Industry Groups 

(Unit: One labor change per full-year worker.) 



INDUSTRY GROUP 



5 10 



Flux 
20 30 



40 



50 



All Industries 

Public Utilities: Gas & Electricity 
Printing & Publishing 
Public Utilities: Street Railways- 
•* " Telephone Service- 
Clothing & Textile Mfg.- 

Machinery Mfg. 

Mercantile Establishments 

Automobiles & Parts Mfg.- 

Miscell. Metal Products Mfg.- — 

Furniture & Millwork 

Chemical Industries & Refineries 




I Flux Based on Total Force 
[ Flux Based on Unstable Force 



the labor hours of the whole working force. The extent of 
the direct responsibiUty for the labor changes within the work 
force varies considerably among the different industry groups 
shown, such responsibility being dependent, of course, upon the 



STABLE AND UNSTABLE EMPLOYEES 149 

proportion of long-service employees in the different establish- 
ments. 

The importance of employees of long tenure as a factor in labor 
stability and their influence upon labor mobility rates is well 
illustrated by the mobility figures for the telephone service group. 
At the termination of the mobility census it appeared that 74 
per cent of the employees had been in service more than a year, 
thus concentrating the labor mobility upon 26 per cent of the 
total work force. The labor change rates in the telephone service 
as applied to the total working force are .90, 1.05 and 1.95 for 
accession, separation, and flux, respectively, but the number of 
labor shiftings when applied to that part of the working force to 
which the turnover is actually attributable show corresponding 
rates of 3.39, 3.96 and 7.35. This clearly indicates relatively 
low labor mobility for the working force as a whole in the tele- 
phone service, reveals a concentration of whatever labor mo- 
bility there has been upon a comparatively small portion of 
the plant forces and shows very frequent changes within the 
personnel of the unstable labor group. 

In general, it may be observed that in those industry groups 
which have a comparatively low percentage of unstable employees 
and also a relatively low mobility rate as based upon the total 
working force, the difference between the mobility rate based 
on the total working force and the rate based on the unstable 
working force is also considerably greater than in industry groups 
in which a larger proportion of the working force is responsible 
for the mobility. The explanation for this is that in those indus- 
try groups which show a low percentage of unstable employees 
only a comparatively small part of the work force is responsible for 
the labor changes, and the labor forces of these industry groups 
contain a large number of senior employees who are not at all 
responsible for the flux. These establishments for that reason 
are able to show a comparatively low mobility rate when based 
on the entire working force. In establishments showing a 
higher percentage of unstable employees the responsibility for 



I50 



LABOR Turnover in industry 



the labor shifting is more evenly distributed in the working force, 
and differences in the mobility rates between the stable and un- 
stable working force are, therefore, correspondingly lower. 
For example, the unstable working force in the telephone service 
group is relatively small — 26 per cent; the difference in the 
flux rates between the stable and unstable working force is 5.40. 
In the automobiles-and-parts group the unstable working force 
is comparatively large — 53 per cent — and the difference in the 
flux rate of the two divisions of the work force is only 2.61. 

Because of the great variations in the mobility rates of the in- 
dividual estabUshments constituting any particular industrial 
group, some summary figures classifying the labor flux rates of 
the stable and unstable working force of the 53 individual 
establishments covered in the preceding table are given below. 



TABLE 45 

Number of Establishments Having Classified Labor Flux Rates Based 

(i) ON THE Whole Working Force and (2) on the Unstable Part of 

Working Force, Year Ending May 31, 1918. (53 Establishments) 



Classified Flux Rate 


















Number of Establishments Hav- 
ing Classified Labor Flux Rates 
PER Full-year Worker, Based on 




Total 
Working Force 


Unstable 
Working Force 


Flux Rate: All Establishments 


2.7 


7.2 


1.20 and under . 
Over 1.2 to 2.4 
Over 2.4 to 3.6 
Over 3.6 to 4.8 
Over 4.8 to 6.0 
Over 6.0 to 7.2 
Over 7.2 to 8.4 
Over 8.4 to 9.6 
Over 9.6 to 10.8 
Over 10.8 to 12.0 
Over 12.0 to 13.2 
Over 13.2 to 14.4 
Over 14.4 to 15.6 




















I 

14 

18 

6 

8 

4 
2 


2 

4 
9 
13 
6 
6 

5 
2 

I 

3 
2 


Total 




















53 


53 



STABLE AND UNSTABLE EMPLOYEES 151 

The great range of variation in the flux rates of the unstable 
working forces of the 53 individual establishments (the combined 
rate for which is 7.2) may be gauged from the fact that the 
unstable-work-force flux rate in two establishments falls so low 
as to come within the flux-rate group of over 2.4 to 3.6 (about 
two changes for each worker in the unstable work force), while 
there are two concerns the flux rate of which is classified in 
the flux-rate group of over 14.4 to 15.6 (about 15 labor changes 
for every employee in the imstable work force). An even more 
striking presentation of the comparative instability of stable and 
unstable employees is made in Table 46. In it the data relating 
to the labor mobility of the individual establishments are grouped 
according to the relative proportions of their unstable employees 
to the total working force. 

These figures bring out in a very graphic manner the fact to 
which reference has been made above; namely, that as the pro- 
portion of the unstable working force increases, thus showing the 
responsibility for the labor changes to be more largely distributed 
among the whole working force, the labor mobility rates also 
show a decided tendency to increase. The margin, however, 
between the labor change rates of the whole work force and 
those of the unstable working force is decidedly less as the pro- 
portion of the unstable portion of the working force to the tetal 
working forces increases. A comparison of the flux rates of the 
two divisions of the working force shows this margin to be as 
follows : when the proportion of unstable working force to total 
working force is 20 per cent or less, the flux rate margin is 6.63 ; 
when it is over 20 to 40 per cent, the margin is 4.26; when it is 
over 40 to 60 per cent, the margin is 3.96; and when it is over 
60 per cent, the margin is 1.92. 



152 



LABOR TURNOVER IN INDUSTRY 



TABLE 

Comparison of Labor Mobility Rates Based on the Total Working 
Force, Classified According to the Relative Size of 



Establishments in Which Propor- 
tions OF Unstable Working 
Force to Total Working 
Force Were — 



Number of 
Establish- 
ments 



Total 

Working 

Force 



Unstable 

Part of 

Working 

Force 



Labor Hours 



Total 

Working 

Force 

(Thousands) 



20 per cent or less . 
Over 20 to 40 per cent . 
Over 40 to 60 per cent . 
Over 60 per cent 

Total .... 



20 per cent or less . 
Over 20 to 40 per cent . 
Over 40 to 60 per cent . 
Over 60 per cent 

Total .... 



4 
17 
22 
10 



18,389 

29,281 

14,624 

7,253 



3407 

10,181 

7,406 

5,238 



55,167 
87,843 
43,872 
21,777 



53 



69,553 



26,232 



208,659 



Rate per Full-year Worker, Based on 
Total Working Force 



Accession 



.69 
1.08 
2.10 
2.43 

1.35 



Separation 



.81 
I.14 

1.95 
2.61 

1.38 



Flux 



1.50 
2.22 
4-05 
5.04 

2.73 



STABLE AND UNSTABLE EMPLOYEES 



IS3 



46 

Force with Rates Based on the Unstable Part of the Working 
THE Unstable Part of the Working Force, 191 7-18 



Worked by — 


Labor Changes 




Unstable 

Part of 

Working 

Force 

(Thousands) 


Accessions 


Separations 


Total 
(Flux) 


Establishments in Which Pro- 
portions OF Unstable Working 
Force to Total Working 
Force Were — 


10,221 

30,543 
22,218 

15,714 


12,825 
32,062 

30,693 
17,626 


14,904 
33,792 
28,608 
18,903 


27,729 
65,854 
59,301 
36,529 


20 per cent or less 
Over 20 to 40 per cent 
Over 40 to 60 per cent 
Over 60 per cent 


78,696 


93,206 


96,207 


189,413 


Total 


Rate per Full- year Worker, Based on 
Unstable Working Force 




Accession 


Separation 


Flux 




3.75 
3.15 
4.14 
3.36 


4.38 

3.60 


8.13 
6.48 
8.01 
6.96 


20 per cent or less 
Over 20 to 40 per cent 
Over 40 to 60 per cent 
Over 60 per cent 


3.54 




3.« 


6 




7.20 


Total 



CHAPTER X 

Relative Responsibility of Different Service Groups 
FOR Labor Mobility 

The length-of -service figures given in Chapter VIII, although 
useful for some purposes, fail to report the true situation as to 
the proportion of the whole amount of shifting for which each 
different length-of-service group of separating employees must 
be held responsible. The principal difficulty with such a length- 
of-service classification as that shown in Table 34 is that the 
service periods in the scale are of unequal length and the numbers 
of those leaving during those unequal periods are, therefore, not 
strictly comparable. It is true that a revision was made in the 
last table presented in the chapter on length of service,^ in which 
table the unequal time periods are equated by dividing the 
figures of each group by the number of weeks in the span of ser- 
vice time. This method, however, is not quite adequate, and in 
Table 47 the same set of length-of-service figures is so presented 
as to make in another and more accurate way the necessary 
correction for this disparity in length between the different 
service periods.^ 

The first column of the table is identical, except for decimals, 
with the corresponding figures for the active employees in Table 
34. In column 2 the total number of labor hours worked by the 
employees of the fifty- three concerns in 1 913-14 and the corre- 
sponding number worked by the employees of the thirty-four 
concerns in 191 7-18, respectively, are distributed (for each of 
the two periods) in the same percentage proportions that hold for 
the employees who were on the pay roll at the end of the year. 

* Table 42, p. 140. 

2 The method used in Table 47 was suggested to the writers by Mr. Lucian W. 
Chaney, of the U. S. Bureau of Labor Statistics. 

154 



RELATIVE RESPONSIBILITY 



155 



TABLE 47 

Separation Rates in Specified Length-of-Service Groups 

(Based on allocation of the total labor hours among the different length-of-service 

groups) 

[Number of establishments reporting: 1913-14, 34; 191 7-18, 53] 







Correspond- 


Separations 




Per Cent 
Distribution 


ing Distri- 
bution OF 














OF Employees 


Labor Hours 




Rate per 


Length-of-Service Group 


ON Pay Roll 
AT End 


in Each 
Specified 


Number 


3000 Labor 
Hours 




OF Year 


Length-of- 


in Each 


(Full-year 




(Active 


Service 


Group 


Worker) 




Employees) 


Group 
(Thousands) 




IN Each 
Group 1 






1913- 


-14 




Three months or less . . . 


13.15 


29,351 


28,407 


2.90 


Over 3 months to 6 months . 


7.40 


16,517 


8,516 


1.55 


Over 6 months to i year . . 


8.32 


18,570 


7,497 


I.2I 


Over I year to 2 years 


12.08 


26,963 


4,415 


49 


Over 2 years to 3 years 


II. 14 


24,865 


2,162 


.26 


Over 3 years to 5 years . . 


15.01 


33,503 


1,845 


.17 


Over 5 years 


32.90 


73,437 


1,776 


.07 


Total 


100.00 


223,206 2 


54,618 


.74 






1917 


-18 




One week or less .... 


2.25 


4,695 


16,476 


10.53 


Over I week to 2 weeks . . 


2.50 


5,216 


9,664 


5.56 


Over 2 weeks to i month . . 


4.11 


^.S7(> 


11,541 


4.04 


Over I month to 3 months 


9.83 


20,511 


18,912 


2.76 


Three months or less . 


18.69 


38,998 


56,593 


4.35 


Over 3 months to 6 months . 


8.39 


17,506 


11,770 


2.02 


Over 6 months to i year . 


12.56 


26,208 


9,813 


1. 12 


Over I year to 2 years . . 


14-57 


30,402 


6,645 


.66 


Over 2 years to 3 years . . 


9.23 


19,259 


2,476 


.39 


Over 3 years to 5 years . . 


8.81 


18,383 


2,780 


.45 


Over 5 years 


27.75 


57,903 


3,015 


.16 


Total 


100.00 


208,6592 


93,092 


1.34 



* Calculated after this fashion: 



28407 



X 3000 = 2.90. 



29351000 

* Aggregate number of labor hours worked, diu-ing the years covered, in the establishments 
represented in the table, for the war and pre-war periods respectively. 



iS6 



LABOR TURNOVER IN INDUSTRY 



This reveals the number of full-year workers assignable to the 
various length of service groups. Column 3 is identical with the 
separation figures in Table 34. In column 4 are given the rates of 
separation per 3000 labor hours worked by each length of service 
group. These figures are obtained by dividing the number of 
separating employees who have served each specified time 
period by the number of labor hours worked by that group 
and multiplying the quotient by 3000. The resulting scale of 
separation rates gives a very good idea of the relative responsi- 
bility of the different service groups for excessive labor mobility 
and shows that the great bulk of it is caused by the short-time 
employee, very little of it, indeed, being due to the separation 
from service of employees who had served more than one 
year. 

The separation rates for each of the different industry groups, 
presented in Table 48, are derived in exactly the same way as are 
the rates in the last column of Table 47. 

TABLE 

Separation Rates in Specified Industry Groups, Classified According to 

AMONG THE DIFFERENT LeNGTH-OF-SeRVICE 





Rate 


OF Separation per 


Full-year Worker 


IN Each 


Industry Group 


One 


Over 


Over 


Over 


Over 


Over 




Week 


I Week 


2 Weeks 


I Month 


3 Mos. 


6 Mos. 




OR 


TO 


TO 


TO 


TO. 


TO 




Less 


2 Weeks 


r Month 


3 Mos. 


6 Mos. 


I Year 


Automobiles and parts . . 


5.04 


3-24 


3.75 


2.46 


2.07 


1.6s 


Chem. industr's and refineries 


13.80 


8.16 


5-64 


3-36 


1-95 


.99 


Clothing and textile mfg. 


24.00 


8.19 


4.08 


4.32 


1,44 


1.44 


Furniture and millwork . . 


16.92 


8.82 


5-91 


6.72 


5-97 


1.41 


Machinery mfg 


7.38 


4.20 


3.00 


2.13 


2.13 


1.05 


Mercantile establishments . 


7.47 


2.64 


4.14 


3.15 


2.73 


.87 


Miscel. metal products mfg. . 


19.92 


9.93 


5.07 


3.42 


2.67 


1.02 


Printing and publishing . 


6.75 


3.24 


3-93 


2.22 


1.53 


1.47 


Public utilities: 














Gas and electricity . 


1.23 


.69 


1.95 


1.23 


.60 


.48 


Street railways . 


4.80 


2.55 


2.64 


2.07 


1.38 


1.23 


Tel. service . 


9.39 


5.49 


4.83 


2.64 


2.19 


.93 


All industries . 


10.53 


5-56 


4.04 


2.76 


2.02 


1. 12 



RELATIVE RESPONSIBILITY 



157 



Again, in Table 48, the rapidly declining separation rate figures 
along the length-of-service scale show how relatively little the 
long-service employees have to do with the labor shift. Some 
significant differences between the industry groups may be 
pointed out : In street railways and telephone service, two similar 
groups whose total separation rates are about equal, there is, 
nevertheless, a wide difference between the corresponding rates 
in the shortest service group. This would seem to indicate, as 
has been suggested in another chapter, that the telephone service 
industry is obliged to make much more frequent replacements of 
employees who have served less than a week than is the case with 
street railways. A similar disproportionately high separation 
rate among those who have worked less than a week is observable 
in the clothing and textile manufacturing group, which has for 
this minimum service period the highest rate of all the groups 
shown, and this despite the fact that the total separation rate 
for this industry group is sKghtly below the average. 



48 

Length of Service. (Based on Allocation of the Total Labor Hours 
Groups). 191 7-18 (53 establishments) 



Specified Length-of-Service Group 




Over 


Over 


Over 


Over 

Five 

Years 




Industry Group 


I Year 


2 Years 


3 Years 


All 




TO 


TO 


TO 


Groups 




2 Years 


3 Years 


5 Years 






.78 


.90 


.39 


.24 


1.53 


Automobiles and parts 


.57 


.39 


'Z^ 


.18 


1.9 


Chem. industries and refineries 


.75 


'3S 


.51 


.12 


1.26 


Clothing and textile mfg. 


.93 


.36 


.54 


'2>2> 


3.03 


Furniture and millwork 


.69 


.24 


'S3 


.12 


I.H 


Machinery mfg. 


.78 


.51 


.63 


.18 


1.35 


Mercantile establishments 


.63 


•30 


.36 


.12 


2.28 


Miscel. metal products mfg. 


.66 


.72 


.78 


21 


•93 


Printing and publishing 
Public utilities: 


.36 


24 


.42 


•15 


.54 


Gas and electricity 


.63 


.42 


.60 


.15 


1.02 


Street railways 


.60 


.36 


.48 


.18 


1.05 


Telephone service 


.66 


•39 


.45 


.16 


1.34 


All industries 



158 



LABOR TURNOVER IN INDUSTRY 



This same analysis of the length of service data is followed in 
Table 49, which makes a comparison between skilled workers and 
semi-skilled or unskilled workers. The figures again exhibit a 
difference in stability in favor of skilled workers.^ 



TABLE 49 

Separation Rates in Specified Length-of-Service Groups of Skilled and 

Unskilled Workers 

(Based on allocation of the total labor hours among the length-of-service groups.) 
(1913-1915. 17 establishments reporting) 





Per Cent 

Distribution 

OF Employees 

ON Pay Roll 

AT End of 

Year 

(Active 

Employees) 


Correspond- 
ing Distri- 
bution OF 
Labor Hours 
IN Each 
Specified 
Length-of- 
Service Group 
(Thousands) 


Separations 


Length or Service Group 


Number 
IN Each 
Group 


Rate per 

Full-year 

Worker 

IN Each 

Group 3 




Skilled 


Three months or less . . 
Over 3 months to 6 months 
Over 6 months to i year 
Over I to 2 years 
Over 2 to 3 years . . . 
Over 3 to 5 years . . . 
Over 5 years 


10.827 

7.233 
7.602 
14.580 
11.411 
15-029 
33.318 


7,104 
4,746 
4,988 

9,567 

7,488 

9,861 

21,862 


7,072 
2,218 
1,869 
932 
640 
412 
536 


2.99 

1.40 

1. 12 

.29 

.26 

.13 
.08 


Total 


100.000 


65,616 


13,679 


.62 




Semi-skilled and Unskilled 


Three months or less . . 

Over 3 months to 6 months 

Over 6 months to i year 

Over I to 2 years 

Over 2 to 3 years 

Over 3 to 5 years . . . 

Over 5 years 


24,408 

11.550 
8.341 
12.446 
12.623 
14.067 
16.565 


9,622 

4,553 
3,288 
4,906 
4,976 
5,545 
6,530 


11,145 
2,875 
2,065 
1,211 

545 
400 
308 


3.46 

1.89 

1.88 

.74 

'33 

.22 

.14 


Total 


100.000 


39,420 


18,549 


1. 41 



^ See, for other statistical data on skilled and unskilled workers. Tables 19, 
24, and 39. 

2 Obtained by dividing the number of separations in each group by correspond- 
ing number of labor hours and multipljdng by 3000. 



RELATIVE RESPONSIBILITY 



159 



FREQUENCY OF JOB REPLACEMENT IN DIFFERENT LENGTH -OF - 

SERVICE GROUPS 

It has already been pointed out that, as is quite obvious, there 
is enormous variation in the turnover distribution in relation 
directly to length of service, that the jobs held by the newly 
hired employees — whether they are skilled mechanics' jobs or 
unskilled laborers' jobs — are responsible for a preponderating 
share of the separations. For some jobs there is evidently a very 

TABLE 50 

Relative Frequency of Job Replacement in Specified Length-of-Service 

Groups. 1917-1918 

(53 establishments reporting) 





Separated Em- 
ployees Who 
Served Continu- 
ously Each Clas- 


Mean 
Length 

OF 

Service 

(Days) 

(4) 


Total 
Number of 
Man-days 

Worked 

BY Each 
Group 

during 
THE Year 

(5) 


Equivalent Full- 
year Positions in 
Each Group 


Number 

OF 

Persons 


length-of-Service 


sified Period 


Number 
(6) 


Percent- 
age 
Distri- 
bution 

(7) 


IN Each 
Equiva- 


Groxtp 

(I) 


Number 
(2) 


Percent- 
age 
Distri- 
bution 

(3) 


lent 

Full-year 

Position 

during 

THE Year 

(8) 


I9I8 

One week or less . 
Over I to 2 weeks 
Over 2 wks. to i mo. 
Over I to 3 months 
Over 3 to 6 months 
Over 6 mo. to i yr. 


16,476 
9,664 
11,541 
18,912 
11,770 
9,813 


21. 1 
12.4 
14.8 
24.2 
15.0 
12.5 


4 

II 

22 

60 

135 

273 


65,904 

106,304 

253,902 

1,134,720 

1,588,950 

2,688,762 


180.56 

291.24 

695.62 

3,108.82 

4,353.29 

7,366.47 


I.I 
1.8 

4.4 
19.4 
27.2 
46.1 


91.3 

33-2 

16.6 

6.1 

2.7 
1.3 


Total . . . 


78,176 


lOO.O 




5,838,542 


15,996.01 


lOO.O 





high "rotation in oJB&ce"; for others the frequency of shift is 
much lower. It is very important to know what proportion of 
the jobs in a plant is subject to high, and what proportion to 
low, rotation frequencies. An attempt to indicate this is made in 
Table 50 above, which presents a further analysis of the 
service distribution of 78,176 persons who, before they had 



i6o 



LABOR TURNOVER IN INDUSTRY 



served more than a year, left the service of the 53 establishments 
reporting the necessary data in 1918.1 

The principal object of this table is to show (i) in what length- 
of -service sections of the working force the labor shift and replace- 
ment is most frequent and how frequent it is in those sections, 
and (2) how many full-time jobs are directly affected by these 
respective intensities of mobihty in the different parts of the 
working force. To throw Kght on these two points it is first of 
all necessary to hit upon an average length of service for each 
of the original service groups. For this average the arithmetic 
mean has been taken — the mean length of time between the 
minimum and maximum time in each group. The assumption 
here — and upon this assumption the whole of the following 
analysis rests — is that the sum of the individual service devia- 
tions (plus or minus) from the mean is zero or very close to zero.2 
It would seem probable from what slight information is available 
that considerably more individual service records fall below the 
mean time than above it — that is to say, so many *' floaters" 
work only a day or two that the time average for the first group 



^ This method was applied originally in an analysis of labor turnover data from 
the San Francisco Bay region. 8 Mo. Labor Rev. 363-380. (February, 1919.) 

2 This assumption is confirmed by the following: 

In two Cincinnati shops the length-of-service distribution of 1990 employees 
(in all occupations) leaving in 19 18, the aggregate number of days worked by them, 
and the average length of service in each group are as follows: 



Length-of-Service Period 


Separated 
Employees 
Who Served 
Continuously 
Each Classi- 
fied Period 


Total Days 
Worked 


Average 
Days of 
Service 


One week or less . . . . . 
Over I week to 2 weeks .... 
Over 2 weeks to i month .... 
Over I month to 3 months . . . 
Over 3 months to 6 months . . . 
Over 6 months to i year .... 


439 
275 
348 
527 
244 

157 


1,561 

2,934 

7,495 

29,184 

31,488 

39,663 


3.56 

10.67 

21.54 

55.38 

129.05 

252.63 


Total 


1,990 


112,325 





RELATIVE RESPONSIBILITY i6i 

is possibly two days rather than four. This probable lag of the 
true average of individual cases behind the mean length of service 
which has been used is undoubtedly greatest in the one-week-and- 
under group and certainly cannot be of any serious consequence 
in the longer groups. In any case the effect of this probable lag 
or negative deviation is to produce a somewhat lower turnover 
figure. Thus, if two days be taken as the basic average for the 
first group, there would appear in this rapidly changing part of 
the working force a group of 90 jobs, in each of which there were 
90 replacements during one year, whereas, on the four days' 
basis it is a group of 180 jobs, each having 90 replacements 
annually. In short, the mean length of service is, especially for 
the very short periods, more nearly an outside figure for, rather 
than an average of, the individual cases. 

It should be noted also that the calculation is based upon the 
calendar year of 365 days and not upon the number of days 
worked by a ^^ fully employed person,'' which latter basis is used 
in other parts of this book in computing the number of full-time 
jobs or standard working force. 

This method of working out the results in Table 50 may be 
illustrated by the figures for the first group. On the basis of the 
assumption explained above, each of 16,476 persons worked an 
average of 4 days. Assimiing that all jobs were continuously 
occupied, it follows that the number of successive incumbents 
of each job subject to this maximum frequency of '^ rotation in 
office " must have been 365 divided by 4, or 91 .3. Similarly there 
must have been 33.2 persons in successive occupancy of each of 
the jobs held by the one-to-two-weeks group, and so on. This 
constitutes a series of constants, supplementing the mean- 
length-of-service constants in column 4 and indicating the 
average number of men required during the year to hold down 
each job in each of the specified time groups. The next step is to 
ascertain the number of jobs, each of which is successively occu- 
pied by 91 employees, 33 employees, etc., during the year. This 
is done by dividing the number of man-days worked in each group 



i62 LABOR TURNOVER IN INDUSTRY 

(the product of the mean length of service by the number of em- 
ployees in the group) by 365. This indicates that in the one- 
week-and-under group there are 181 jobs, to each of which an 
average job replacement frequency rate of 91 incumbents per 
year applies. Similarly in the over-one-to-two-weeks group 
there are 291 jobs (2 per cent of all the full-time jobs) in which 
there are 32 replacements a year; and at the other end of the 
scale, in the 6-months-to-one-year group, 7366, or 46 per cent 
of all full-time jobs, in which there are li replacements a year. 
The figures indicate, in other words, the numbers of full-time 
jobs in which there were the classified numbers of incumbents 
per year. They mean, e.g., that on the average each of the 181 
full-time jobs in the first and shortest group had 91 incumbents 
during the year. 

At the relatively stable end of the length-of-service scale it 
appears that the six-months-to-one-year group, numbering 9813, 
who had occupied 7366, or 46 per cent, of the full-time jobs, 
contributed 13 per cent of the separations and suffered one re- 
placement a year. At the unstable end of the scale it is evident 
that the under-one-week group, numbering 16,476 employees, 
who had occupied 181, or i per cent of the full-time jobs, con- 
tributed 21 per cent of the separations and suffered 90 replace- 
ments a year. In this most unstable group, where the jobs natu- 
rally suffer the highest replacement frequency, it would appear 
that in each of 181 full-time jobs there were, on the average, 90 
new men hired, and this little group of jobs was occupied at one 
time or another during the year by 16,476 persons, who made up 
21 per cent of the separations and, consequently, were responsible 
for that proportion of the turnover. It is realized that these 
conclusions are based upon the estimated figures for the mean 
length of service in each time period. This makes it impossible 
in every case to check the derived figures of Table 50 with the 
direct figures reported from the establishments, but does not 
appear to invalidate the general conclusion. 



CHAPTER XI 

Employment Records 

The establishment employment records primarily needed for 
the development of useful statistics of labor mobility on the lines 
indicated in the body of this book are: 

(i) Number of labor hours worked, 

a. In the shape of clock records or other records of 

labor, time, or 
h. To be derived from daily attendance records, or 

c. From amounts paid out in wages at various rates, 

d. From pay-roll records by some method of discount- 

ing gross pay roll for both absentee-time and frac- 
tional-pay-period time. 

(2) Number of accessions. 

(3) Number of separations, 

a. Number leaving voluntarily, 

b. Number laid off, 

c. Number discharged. 

For the convenient recording of the above items some such 
record-form as the one on pages 164-165 is suggested. 

The information called for in Form i should be recorded 
daily. The daily record can, of course, be kept on the same form, 
if the column at the right be left blank for insertion of the time 
unit desired. The figures should, if possible, be shown separately 
by plant occupations or operating departments. The daily 
records for any division, or for the plant as a whole, can, at the 
end of the month, be totaled and entered on the monthly record 
shown here. This monthly record, in turn, can be totaled and 
entered, at the end of the year on a corresponding form showing 
the annual mobility record for each department. 

163 



164 



LABOR TURNOVER IN INDUSTRY 



FORM i: LABOR 
Occupation or 













Size of Work Force 




Month 


(Base for computation: The 3 methods to 

be used in order of preference, method 

I being preferred) 


Number 


(or Day, Week 
OR Year) 


Method 3 


Method 2 


Method I 


Hired 
(Acces- 
sions) 


Leaving Employ 




Average 

number of 

employees 

on 

pay roll 


Average 

daily 
number 
actually 
at work 


Total number 
of labor hours 

put in by all 
employees 

during year 


Dis- 
charged 


Laid 
off 


January 

February 

March . 

April 

May 

June 

July . 

August 

September 

October 

November 

December 






















Year , 























The figures for "size of work force'' are of prime importance, 
but, except for ordinary pay-roll data, they are kept by very few 
employers — and even when such figures are kept they are 
not usually put in the same record with data on number of 
employees entering and leaving, with the result that it is very 
difficult to get all factors upon a common footing for purposes 
of computation. Method (i) is believed to be the best of the 
three. The first alternative to this actual number of labor hours 
is the average daily number actually at work. These attendance 
figures may be converted to labor hours by first multiplying by 
the number of days worked and then by the number of hours in 
the regular work-day and, finally, subtracting, from the resulting 
gross number of labor hours a number of hours considered to be 
equivalent to the time lost through the absenteeism of active 



EMPLOYMENT RECORDS 



165 



MOBILITY 

Department:. 



Labor Changes 




Number 


Rate per Full-year Worker 


Month 


(Separations) 


Labor 
flux 
(Acces- 
sions 
plus sep- 
arations) 


Acces- 
sion 


Separation 


Labor 
Flux 


(or Day, Week 
or Year) 


Left 
volun- 
tarily 


Total 


Dis- 
charge 


Lay 
off 


Volun- 
tary 
leaving 


Total 


' 




















January 

February 

March 

April 

May 

June 

July 

August 

September 

October 

November 

December 




















Year 



employees and the time not worked by employees who failed 
to work the full pay period. The second alternative to actual 
labor hours is the average number of employees on the pay roll. 
These figures may be converted to labor hours by multiplying 
them by the number of days worked during the month, and that 
product in turn by the prevailing number of hours worked per 
day during the month or other period considered. 

Length-of-service figures are very important, especially in 
reference to the employees who leave. For each separating em- 
ployee a record should be kept of the time of his continuous 
service and entered monthly, or as often as considered desir- 
able, on some such form as the one shown on pages 166-167. 

The scale of time periods shown above is that used in the more 
recent of the two labor mobility investigations made by the 



i66 



LABOR TURNOVER IN INDUSTRY 



FORM 2: 
Month (or 





Number of Separating Employees 


Department or 
Occupation Group 


I Week 

or 

Less 


Over 

I TO 2 

Weeks 


Over 
2 Weeks 

TO 

I Month 


Over 

I TO 3 

Months 


Over 

3 TO 6 
Months 














All departments 













Bureau of Labor Statistics. Somewhat different classifications 
may be found more useful for some concerns, but, whatever 
scale is used, it should be split up into very short time periods 
for the first weeks and months of service time. The number 
serving less than one week should by all means be shown in the 
records, for the great bulk of the labor shift will fall in these very 
short periods. 

The foregoing items represent the most important data neces- 
sary for keeping a constant check on the extent of labor mobility 
and the progress being made in different departments toward 
controlling it. Whatever forms are used should be so flexible 
that they can be adapted to specialized treatment of a problem 
and be made to serve for any desired period. It is recommended 
that the following records should certainly be kept: 

A daily record of men hired and transferred, giving name, 
number, department, job, and rate of pay. A record of all men 



EMPLOYMENT RECORDS 



167 



LENGTH-OF-SERVICE 

Year, Etc.) 



Who Had Worked Continuously 




Over 
6 Months 

TO 

I Year 


Over 

I TO 2 

Years 


Over 

2 TO 3 

Years 


Over 
3 TO 5 
Years 


Over 
Years 


Total 


Department or 
Occupation Group 




























All departments 



leaving, giving the date hired and date leaving, type of separa- 
tion, length of service, either the actual time in years, months, 
or days, or giving it in definite classified periods. Such a record 
has the advantage that it is possible to combine the figures for 
any department for any job or for any desired period. 

ABSENTEE RECORDS 

Some record should be kept of absentees. This is especially 
important for establishments where it is found to be necessary 
to compute the mobility rates on the basis of pay-roll figures 
which will need to be discounted for the amount of absenteeism. 
The form on pages 168-169 is suggested for absentee records. 

Absentee records will fall under two major divisions: daily 
and monthly. Each of these must contain both quantitative and 
qualitative information. The quantitative data show, not only 
the number of employees absent, but also the number of hours 



i68 



LABOR TURNOVER IN INDUSTRY 



lost. Thus an employee absent forty days with a broken leg 
should count as one case, but in his record there should also be 
shown the equivalent labor hours involved in forty days' 
absence. 
The qualitative data analyze causes of absenteeism. The 



FORM 3: 
Occupation or 





Size of Work Force 




(Base for computation: The 3 methods to be used m 
order of preference, method i being preferred) 


Month 


Method 3 


Method 2 


Method I 




Average number 

of employees 

on pay roll 


Average daily 

number actually 

at work 


Total number of 

labor hours put in 

by all employees 

during year 


January 

February 

March 

April 

May 

June 

July 

August 

September 

October 

November 

December 








Year 









EMPLOYMENT RECORDS 



169 



main items will be ^4aid off," '^reported off" (absences reported 
in advance), ^^vacations," '^occupational injury," '^sickness," 
^^sicknessinhome," ''death in home," "grievance," "unknown." 
These may be classified into unavoidable and avoidable absence, 
and the latter as to whether it is excusable or inexcusable. 



ABSENTEEISM 
Department : 





Labor Hours 

Lost by 

Absentees 


Rate of Absenteeism per Full- 
year Worker 




Number of 
Absentees 


Absentee 
Cases 


Labor Hours 
Lost 


Month 










January 

February 

March 

April 

May 

June 

July 

August 

September 

October 

November 

December 










Year 



APPENDIX 
BASIC TABLES 



172 



LABOR TURNOVER IN INDUSTRY 

TABLE 
Labor Mobility in Individual . 
1913- 



Industry or Nature of Business 



Establish- 
ment 
Number* 



Number 

OF 

Full-year 
Workers 



Labor 
Hours 
(Thou- 
sands) 



Auto accessories, mfg 

Railroad shops 

Rubber wearing apparel, mfg. ^ . 

Rubber footwear and auto tires . 

Shoes, mfg 

Shoe machinery, mfg 

Department Store 2 

Steam gauges and valves, mfg. ^ . 

Plumbing tools, mfg. ^ 

Brass valves and fittings, mfg.* . . 

Paper prod^s and roofing material, mfg. 

Paper boxes and shipping tags, etc.^ . 

Color printing, etc 

Book mfg 

Public utilities: Street railways . 
Elevated railways 
Telephone service ^ . 



Total 



Chewing gum, mfg. . . 
Shoe bottoms, mfg. 
Agricultural implements, mfg. 
Agricultural implements, mfg. 
Agricultural implements, mfg. 
Agricultural implements, mfg. 
Elevating machinery, mfg. ^ 

Car works * 

Structural steel fabricating 
Mail order house . 
Electrical supplies, mfg. . 
Valves and fittings, mfg. . 
Iron wheels and castings, mfg. 
Steel products, mfg. 
Telephone apparatus, mfg. ^ 
Slaughtering and meat packing ^ 
Slaughtering and meat packing ^ 



Total 



I 
2 
3 
4 
5 
6 

7 
8 

9 
10 
II 
12 
13 
14 
15 
16 

17 



[17] 



18 
19 

20 (105) 

21 (106) 
22 

23 
24 

25 (102) 

26 (113) 
27 

28 (117) 

29 

30(115) 

31 

32 

33 

34 (126) 



[17] 



Boston 



960 


2,880 


2,001 


6,003 


1,367 


4,101 


2,856 


8,568 


3,825 


11,475 


2,549 


7,647 


1,839 


5,517 


167 


501 


212 


636 


899 


2,697 


864 


2,592 


1,749 


5,247 


726 


2,178 


449 


1,347 


3,060 


9,180 


• 8:858 


26,574 


2,750 


8,250 


35,131 


105,393 



Chicago 



273 

277 

4,377 

6,592 

1,904 

761 

503 
9,661 

243 
9,430 

544 
4,306 

415 

3,758 

11,049 

12,519 

5,522 



72,134 216,402 



819 

831 

13,131 

19,776 

5,712 

2,283 

1,509 

28,983 

729 

28,290 

1,632 

12,918 

1,245 
11,274 

33,147 
37,557 
16,566 



** Notes to this table will 



APPENDIX 



173 



\** 



Establishments, 1913-14 and 191 7-18 
14° 



Labor Changes 




Number 


Rate per Full-year Worker 


Industry or Nature of Business 


Separa- 
tions 


Total 


Acces- 
sion 


Separa- 
tion 


Flux 




Boston 




1,391 

648 

1,972 

2,801 

5,046 

1,425 

842 

130 

427 

951 

505 

1,009 

sn 
150 
412 
1,164 
466 


3,851 
1,193 
3,709 
6,085 
9,795 
2,073 
1,666 

239 
917 

1,831 
982 

2,294 
743 
249 
766 

2,309 
1,069 


2.55 

.27 
1.26 
1. 14 
1.23 

.24 

.45 
.60 

2.31 
.99 

.54 

.72 

.51 
.21 
.12 
.12 ■ 
.21 


1.44 
.33 

1.44 
.99 

1.32 
.57 
.45 
.78 

2.01 

1.05 
.57 
.57 
.51 
.33 
.12 
.12 
.18 


3-99 

.60 

2.70 

2.13 

2.55 
.81 
.90 
1.38 
4.32 
2.04 
I. II 
1.29 
1.02 

.54 
.24 
.24 
•39 


Auto accessories, mfg. 

Railroad shops 

Rubber wearing apparel, mfg.^ 

Rubber footwear and auto tires 

Shoes, mfg. 

Shoe machinery, mfg. 

Department Store 2 

Steam gauges and valves, mfg.^ 

Plumbing tools, mfg. ^ 

Brass valves & fittings, mfg.^ 

Pap'r prod. & roof'g mat., mfg. 

Pap'r box's & ship'g tags, etc.^ 

Color printing, etc. 

Book mfg. 

Public utilities; Street railw's 
Elev. railw's 
Tel. service * 


19,712 


39,771 


.57 


.57 


1. 14 


Total 


Chicago 




329 

206 

2,808 

4,115 
992 

778 
483 
20,504 
212 
8,627 
700 
888 
606 

3,055 
16,163 

8,096 
15,146 


670 

354 

4,354 

6,061 

1,281 

1,175 

1,045 

34,017 

380 

17,461 

1,386 

1,405 
1,222 

5,093 
36,258 
16,213 
31,632 


1.26 
.54 
.36 
•30 
.15 
.51 
I. II 
1. 41 
.69 

.93 
1.26 

.12 
1.47 

.54 
1.83 

.65 
3.00 


1.20 
.75 
.63 
.63 

1.02 
.96 

2.13 
.87 
.90 

1.29 
.21 

1.47 
.81 

1.47 

.65 

2.73 


2.46 

1.29 

.99 

.93 
.66 

1-53 
2.07 

3-54 
1.56 
1.83 

2.55 

2.94 
1.35 
3.30 
1.30 
5-73 


Chewing gum, mfg. 
Shoe bottoms, mfg. 
Agricultural implements, mfg. 
Agricultural implements, mfg. 
Agricultural implements, mfg. 
Agricultural implements, mfg. 
Elevating machinery, mfg. ^ 
Car works ^ 

Structural steel fabricating 
Mail order house 
Electrical supplies, mfg. 
Valves and fittings, mfg. 
Iron wheels and castings, mfg.^ 
Steel products, mfg. 
Telephone apparatus, mfg. ^ 
Slaughtering and meat pack'g ^ 
Slaughtering and meat pack'g ^ 


83,708 


160,007 


1.06 


I.16 


2.22 


Total 



be found on pages 188-189. 



174 



LABOR TURNOVER IN INDUSTRY 



TABLE 

Labor Mobility in Individual 
1913- 



Industry or Nature of Business 



Establish- 
ment 
Number * 



Number 

OF 

Full-year 
Workers 



Labor 
Hours 
(Thou- 
sands) 



Acces- 
sions 



Cincinnati 



Machine tools, mfg. * . . 
Machine tools, mfg. ^ . 
Engineering specialties, mfg. 

Total .... 

Clothing mfg 

Clothing, men^s, mfg. . 
Machine tools, mfg. . . 

Metal wire, etc., mfg. ^ 

Machine tools, mfg. ® . . 

Total . ... 



Aluminum and brass foundry- 
Motor car, mfg. ^ . . . . 
Motor car, gasoline, mfg. . 
Transmissions and gears, mfg. 

Motor car, mfg 

Motor car, mfg 

Motor car, mfg. . . . . 
Motor car, mfg. . . . . 

Motor car, mfg 

Motor car, mfg 

Motor car, mfg 

Automobile parts, mfg. 
Adding machine, mfg. . 
Public utilities: Gas mfg. . 

Total 



35 (144) 

36 (141) 

37 (146) 



[3] 



476 
624 
656 



1,756 



1,428 
1,872 
1,968 



5,268 



Cleveland 



38 


1,020 


3,060 


39 / s 


7S3 


2,349 


40 (172) 


335 


1,005 


^'^n(i84) 


} 1,247 


3,741 


42 (192) 


I, III 


3,333 


[5I 


4,496 


13,488 



Detroit 



43 
44 
45 
46 

47 (205) 

48 (194) 

49 

50 (198) 

51 (200) 
52 

53 

54 (207) 

55 

56 



[14] 



397 
2,146 


1,191 
6,438 


715 


2,145 


239 


717 


3,110 


9,330 


10,904 


32,712 


731 

897 

4,028 

287 


2,193 

2,691 

12,084 

861 


4,484 


13,452 


1,004 
1,887 


3,012 
5,661 


650 


1,950 


31,479 


94,437 



671 
1,282 

221 



2,174 



320 

296 

431 

1,181 

1,609 



3,^37 



2,389 

4,724 

2,405 

562 

8,695 
5,071 
1,006 

1,365 
4,120 

1,737 

10,033 

1,827 

912 

91 



44,937 



APPENDIX 



175 



A — Continued 

Establishments, 1913-14 and 191 7-18 
14° 



Labor Changes 




Number 


Rate per Full-year Worker 


Industry or Nature op Business 


Separa- 
tions 


Total 


Acces- 
sion 


Separa- 
tion 


Flux 




Cincinnati 




748 
970 

283 


1,419 

2,252 

504 


1.41 

2.04 

.34 


1.56 

1.56 

.43 


2.97 

3.60 

'77 


Machine tools, mfg. * 
Machine tools, mfg. ^ 
Engineering specialties, mfg. 


2,001 


4,175 


1.23 


1. 14 


2.37 


Total 


Cleveland 




454 
430 
270 

876 

1,825 


774 
726 
701 

2,057 
3,434 


.30 

.39 

1.29 

.96 

1.44 


.45 

.69 
1.65 


.75 

.93 

2.10 

1.65 

3.09 


Clothing mfg. 
Clothing, men's, mfg. 
Machine tools, mfg. 

Metal wire, etc., mfg. ^ 

Machine tools, mfg. • 


3,855 


7,692 


.84 


.87 


1. 71 


Total 


Detroit 




2,145 
5,255 
1,709 

532 
8,629 
6,508 
1,101 

1,411 
2,895 
1,350 
13,256 
1,918 
1,583 

202 


4,534 

9,979 

4,114 

1,094 

17,324 

11,579 

2,107 

2,776 

7,015 

3,087 

23,289 

3,745 

2,495 

293 


6.03 
2.19 
3.36 
2.34 
2.79 
.48 
1.38 

1.53 
1.02 
6.06 
2.25 
1.83 
.48 
.15 


5.40 
2.46 
2.40 
2.22 
2.76 

.60 
1.50 
1.56 

.72 
4.71 
2.97 
1.92 

.84 

.30 


11.43 
4.65 
5.76 
4.56 
5.55 
1.08 
2.88 
309 
1.74 

10.77 

5.22 

3.75 

1.32 

.45 


Aluminum and brass foundry 
Motor car, mfg. ^ 
Motor car, gasoline, mfg.* 
Transmissions and gears, mfg. 
Motor car, mfg. 
Motor car, mfg. 
Motor car, mfg. 
Motor car, mfg. 
Motor car, mfg. 
Motor car, mfg. 
Motor car, mfg. 
Automobile parts, mfg. 
Adding machine, mfg. 
Public utilities: Gas mfg. 


48,494 


93,431 


1.44 


1.53 


2.97 


Total 



176 



LABOR TURNOVER IN INDUSTRY 



TABLE 

Labor Mobility in 

1913- 



Industry or Nature of Business 



Excavating machinery, mfg. 
Electrical appliances, mfg. 



Total 



Crackers and biscuits, baking 
Cotton specialties, mfg. 

Printing presses, mfg 

Mail order house . . . . 

Life insurance ^ 

Locks and hardware, mfg. ^ . 

Paper products, mfg 

Public utilities: Street railways ^ . 
Telephone service 

Total 



Rubber goods, mfg. ^ . . (Ohio) 

Rubber tires, mfg. ^ . . (Ohio) 

Sheet-metal ware, mfg. ^ . (N Y.) 

Elevating machine, mfg. . (Ohio) 

Lighting apparatus, mfg. . (Ohio) 

Cash registers, mfg. . . (Ohio) 

Silk, mfg (Conn.) 

Insurance (Conn.) 

Typewriters, mfg. . . . (Conn.) 

Cotton and worsted, mfg. . (N. H.) 

Automobile mfg. . . . (Mich.) 
Agricultural implement mfg.^ (111.) 

Hat mfg (Pa.) 

Electrical apparatus, mfg. ^ (Pa.) 

Bleaching and dyeing . . (R. I.) 

Machine tool mfg. ^ . . (R. I.) 

Electrical apparatus, mfg. (N. Y.) 

Total .... 



Establish- 
ment 
Number* 



Number 


Labor 


OF 


Hours 


Full-year 


(Thou- 


Workers 


sands) 



59 
60 
61 
62 

63 
64 
65 
66 

67 



[9] 



68 
69 

70 

71 

72 

73 
74 
75 
76 

77 
78 
79 
80 
81 
82 

S3 
84 



Other Cities 



[17] 



5,246 


15,738 


639 


1,917 


564 


1,692 


1,632 


4,896 


1,087 


3,261 


5,034 


15,102 


3,967 


11,901 


971 


2,913 


2,894 


8,682 


13,791 


41,373 


477 


1,431 


517 


1,551 


4,496 


13,488 


10,665 


31,995 


1,516 


4,548 


4,323 


12,969 


13,064 


39,192 


70,883 


212,649 



Milwaukee 


57 

58 (257) 


955 
642 


2,865 
1,926 


419 
361 


[2] 


1,597 


4,791 


780 


New York 



I, III 


3,333 


785 


2,355 


1,438 


4,314 


624 


1,872 


3,679 


11,037 


3,596 


10,788 


1,778 


5,334 


3,622 


10,866 


19,051 


57,153 


35,684 


107,052 



APPENDIX 



177 



A — Continued 

Individual Establishments 

14° 



Labor Changes 




Number 


Rate per Full-Year Worker 


Industry or Nature of BusaiESS 


Separa- 
tions 


Total 


AccES- Separa- 

SION HON 


Flux 


Milwaukee 




563 
665 


982 
1,026 


.45 
.57 


.60 
1.05 


1.05 
1.62 


Excavating machinery, mfg. 
Electrical appliances, mfg. 


1,228 


2,008 


.48 


.78 


1.26 


Total 


New York 




1,395 
1,055 
1,217 

936 

266 

1,642 

2,770 

10,320 


3,427 
2,332 
2,696 
2,007 
1,046 
7,306 
3,262 

5,365 
18,182 


1.83 

1.62 

1.02 

I.71 

.21 

I. II 

.90 

.72 

.42 


1.26 

1.50 
.06 


3 -09 
2.97 
1.86 
3.21 

.27 
2.04 
1.83 
1.47 

.96 


Crackers and biscuits, baking 
Cotton specialties, mfg. 
Printing presses, mfg. 
Mail order house 
Life insurance ^ 
Locks and hardware, mfg. ^ 
Paper products, mfg. 
Public utilities: Street railw's^ 
Tel. service 


22,964 


45,623 


'^^ 


.63 


1.26 


Total 


Other Cities 




8,070 
1,028 
1,072 

919 
1,063 
3,451 
1,152 

293 

948 

12,300 

3,424 

847 
1,101 
16,748 
1,300 
3,275 
4,754 


19,746 

1,931 
2,221 

1,887 
2,183 
5,200 
2,412 
687 

1,833 
24,051 

7,049 
1,906 
1,912 
29,177 
2,374 
7,362 
6,077 


2.22 

I.4I 

2.04 

.60 

1.02 

.36 

.33 

.42 

•30 

.84 

7-59 
2.04 
.18 
1. 17 
.72 
.96 
.09 


1.89 

.99 
.69 

.30 

.33 

.90 

7.20 

1.65 

.24 

1.56 

.87 

.75 

.36 


3.75 
3.03 
3-93 
1. 17 
2.01 
1.05 
.63 
.72 

.63 

1.74 

14.79 

3-69 

.42 

2.73 
1-59 
1. 71 

.45 


Rubber goods, mfg. ^ (Ohio) 
Rubber tires, mfg. ^ (Ohio) 
Sheet-metal ware,mfg.^(N. Y.) 
Elevating mach., mfg. (Ohio) 
Lighting appar., mfg. (Ohio) 
Cash registers, mfg. (Ohio) 
Silk, mfg. (Conn.) 
Insurance (Conn.) 
Typewriters, mfg. (Conn.) 
Cotton & worsted,mfg. (N. H ) 
Automobile mfg. (Mich.) 
Agricul. impl. mfg. ^ (111.) 
Hat mfg. (Pa.) 
Elec. apparatus, mfg.^ (Pa.) 
Bleaching and dyeing (R. I.) 
Machine tool mfg. ^ (R. I.) 
Elec. apparatus, mfg. (N. Y.) 


61,745 


118,008 


.78 


.87 


1.65 


Total 



178 



LABOR TURNOVER IN INDUSTRY 



TABLE 

Labor Mobility in 
1917- 



Industry or Nature of Business 



Establish- 
ment 
Number* 



Number 


Labor 


OF 


Hours 


Full-year 


(Thou- 


Workers 


sands) 



Chicago « 



Motors and railway supplies, mfg.^ 

Car works 

Clothing, men's, mfg. . 

Printing presses, mfg. . 

Agricultural implements, mfg. 

Agricultural implements, mfg. 

Machinery (coal mining), mfg. 

Machinery (specialties), mfg. 

Mail order house .... 

Mail order house .... 

Mail order house .... 

Mail order house .... 

Structural steel fabricating ^^ . 

Brass and metal specialties, mfg. 

Iron wheels and castings, mfg.^^ 

Office appliances, mfg.^ 

Electrical suppHes, mfg. . 

Iron castings, mfg 

Screw machine products, mfg. ^^ 

Steel forgings ^^ 

Electrical supplies, mfg. . 

Public utilities: Electricity 
Gas mfg. , 
Telephone service 
Street railways ^^ 

Slaughtering and meat packing . 

Slaughtering and meat packing . 

Slaughtering and meat packing ^^ 



Total 



Soap, glycerine, etc. . . . 

Ink mfg. 

Soap, glycerine, etc. . . . 
Clothing, women's, mfg. . 
Textiles (cotton), mfg. 
Mill work (building material) 
Leather goods, mfg. 
Rubber goods, mfg. . . 



lOI 

102 (25) 

103 

104 

105 (20) 

106 (21) 
107 
108 
109 
no 
III 

112 

113 (26) 

114 

115 (30) 

116 

117 (28) 

118 

119 

120 

121 

122 

123 

124 

125 

126 (34) 
127 
128 



[28] 



1,954 


5,862 


7,287 


21,861 


6,027 


18,081 


764 


2,292 


4,211 


12,633 


5,759 


17,277 


611 


1,833 


335 


1,005 


14,731 


44,193 


1,042 


3,126 


2,031 


6,093 


5,092 


15,276 


402 


1,206 


2S3 


849 


390 


1,170 


667 


2,001 


733 


2,199 


950 


2,850 


520 


1,560 


1,099 


3,297 


258 


774 


4,728 


14,184 


4,725 


14,175 


13,604 


40,812 


3,909 


11,727 


8,730 


26,190 


14,320 


42,960 


5,219 


15,657 


110,381 


331,143 



Cincinnati* 



129 
130 
131 
132 

133 
134 
135 
136 



1,953 
708 


5,859 
2,124 


400 


1,200 


234 


702 


330 

275 
467 


990 

825 

1,401 


no 


330 



APPENDIX 



179 



A — Continued 

Individual Establishments 
18° 



Labor Changes 



Number 



Total 



Rate per Full-year Worker 



Acces- 
sion 



Separa- 
tion 



Flux 



Industry or Nature of Business 



Chicago « 



8,456 

39,479 

12,971 

981 

5,827 

10,215 

1,546 

1,847 

29,576 

2,690 

6,817 

24,616 

816 

1,126 

2,066 

3,591 
4,070 

5,634 

3,384 

7,571 

1,812 

11,427 

12,827 

20,978 

7,010 

35,112 

60,264 

37,432 



360,141 



2.28 


2.04 


2.58 


2.82 


.96 


1.20 


.66 


.63 


.69 


.69 


.96 


.81 


1.29 


1.26 


2.64 


2.88 


.93 


1.08 


1.29 


1.29 


1. 71 


1.65 


2.40 


2.43 


I. II 


.93 


2.10 


1.89 


3.09 


2.19 


2.82 


2.58 


2.88 


2.67 


3 -03 


2.91 


3.27 


3.24 


4.41 


2.49 


3.66 


3.36 


I. II 


1.32 


1.38 


1.32 


.69 


.84 


.81 


.96 


2.19 


1.83 


2.25 


1.95 


3.84 


3.33 


1.65 


1.62 



Cincinnati * 



7,316 

3,720 

3,758 

367 

723 

1,380 

1,614 

604 



4-32 
540 
2.16 
1.29 
1.38 
1.77 

2.55 
5.52 
2.01 
2.58 
3-36 
4.83 
2.04 

3-99 
5.28 
540 
5-55 
5.94 
6.51 
6.90 
7.02 

243 
2.70 

1.53 
1.77 
4.02 
4.20 
7.17 



3.27 



2.07 


1.68 


2.91 

4.80 

.81 

1.08 


2.34 

4.59 

.78 

I. II 


2.46 

1.56 

2.76 


2.55 
1.89 
2.73 



3.75 

5-25 
9-39 
1-59 
2.19 

5-OI 
345 
549 



Motors and ry. supplies, mfg.® 

Car works 

Clothing, men's, mfg. 

Printing presses, mfg. 

Agricultural implements, mfg. 

Agricultural implements, mfg. 

Machinery (coal mining), mfg. 

Machinery (specialties), mfg. 

Mail order house 

Mail order house 

Mail order house 

Mail order house 

Structural steel fabricating ^^ 

Brass and metal specTs, mfg. 

Iron wheels and castings, mfg.^° 

Office appliances, mfg.^ 

Electrical supplies, mfg. 

Iron castings, mfg. 

Screw machine products, mfg." 

Steel forgings ^^ 

Electrical supplies, mfg. 

Public utilities: Electricity 
Gas mfg. 
Tel. service 
Street rys.^^ 

Slaughtering & meat pack'g. 

Slaughtering & meat pack'g. 

Slaughtering & meat pack'g. ^° 

Total 



Soap, glycerine, etc. 

Ink mfg. 

Soap, glycerine, etc. 

Clothing, women's, mfg. 

Textiles (cotton), mfg. 

Mill work (building material) 

Rubber goods, mfg . 

Leather goods, mfg . 



i8o 



LABOR TURNOVER IN INDUSTRY 

TABLE 

Labor Mobility in 
1917- 



Industry or Nature of Business 



Establish- 
ment 
Number* 



Number 

OF 

Full-year 
Workers 



Labor 
Hours 
(Thou- 
sands) 



Cincinnati * — 



Machine tools, mfg. .... 

Machine tools, mfg 

Machinery (specialties), mfg. 

Machinery mfg 

Machine tools, mfg 

Machine tools, mfg 

Electrical machinery, mfg. 

Machine tools, mfg 

Machine tools, mfg 

Engineering specialties, mfg. . 

Office appliances 

Foundry (stoves and furnaces), mfg. 

Tin can mfg 

Printing and publishing (books) . 

Printing and publishing (misc.) . 

Printing and publishing (etc.) 

Public utilities: Gas and electric . 
Telephone service 
Street railways ^* 

Total 



Automobile and motor truck mfg.^^ . 
Automobile and motor truck mfg. 
Automobile and motor truck mfg. 

Street railway cars, mfg 

Tractors, mfg.^^ 

Auto, parts, mfg.^^ 

Auto, frames, steel stampings, mfg.^* 

Paint and varnish mfg 

Storage batteries, mfg. .... 

Paint and varnish mfg 

Storage batteries, carbon products," . 

Clothing, women's, mfg 

Bags (paper and cloth), mfg. . 
Woodw'k, sewing machine cabinets ^^ 
Automatic screw machinery, mfg. 

Machinery (heavy), mfg 

Machine tools, mfg 

Machinery (heavy), mfg 

Molding machinery, mfg.^^ 

Motors, mfg.2i 



137 


127 


381 


138 


602 


1,806 


139 


669 


2,007 


140 


407 


1,221 


141 (36) 


883 


2,649 


142 


602 


1,806 


'4^/ X 


1,443 


4,329 


144 (35) 


1,194 


3,582 


145 


310 


930 


146 (37) 


1,150 


3,450 


147 


418 


1,254 


148 


440 


1,320 


149 


529 


1,587 


150 


244 


732 


151 


767 


2,301 


152 


617 


1,851 


153 


721 


2,163 


154 


1,769 


5,307 


155 


1,330 


3,990 


[27] 


18,699 


56,097 



156' 
157 
158 
159 

160 

161 

162 

163 

164 

165 

166 

167* 

168 

169 
170 

171 

172 (40) 
173 
174 
175 



Cleveland « 



4,456 


13,368 


1,417 


4,251 


2,173 


6,519 


344 


1,032 


384 


1,152 


518 


1,554 


770 


2,310 


267 


801 


1,987 


5,961 


105 


315 


1,610 


4,830 


1,431 


4,293 


1,004 


3,012 


1,514 


4,542 


2,430 


7,290 


984 


2,952 


1,263 


3,789 


940 


2,820 


98 


294 


870 


2,610 



APPENDIX 



i8i 



A — Continued 

Individual Establishments 
i8^ 



Labor Changes 




Number 


Rate per 


Full-year 


Worker 


Industry or Nature of Business 


Separa- 


Total 


Acces- 


Separa- 


Flux 




tions 




sion 


tion 






Continued 




73 


176 


.81 


.57 


1.38 


Machine tools, mfg. 


592 


1,214 


1.02 


.99 


2.01 


Machine tools, mfg. 


860 


1,707 


1.26 


1.29 


2.55 


Machinery (specialties), mfg. 


567 


1,069 


1.23 


1.38 


2.61 


Machinery mfg. 


1,166 


2,529 


1.53 


1.32 


2.85 


Machine tools, mfg. 


980 


2,000 


1.68 


1.62 


3-30 


Machine tools, mfg 


2,396 


4,840 


1.68 


1.65 


S'33 


Electrical machinery, mfg. 


1,982 


4,128 


1.80 


1.65 


3-45 


Machine tools, mfg. 


815 


1,601 


2.55 


2.64 


5.19 


Machine tools, mfg. 


1,989 


4,019 


1.77 


1.74 


351 


Engineering specialties, mfg. 


903 


1,954 


2.52 


2.16 


4.68 


Office appliances 


1,109 


2,247 


2.58 


2.52 


5.10 


F'dry (stoves and f urn's), mfg. 


1,969 


3,819 


3-51 


3.72 


6.23 


Tin can mfg. 


119 


201 


'2>3 


.48 


.81 


Printing and publishing (books) 


811 


1,478 


,87 


1.05 


1.92 


Printing and pubUshing (misc.) 


2,228 


4,440 


3.60 


3.60 


7.20 


Printing and pubUshing (etc.) 


382 


743 


.51 


.54 


1.05 


Public utilities: Gas and elec. 


714 


1,491 


.45 


.39 


.84 


Tel. service 


847 


1,483 


.48 


.63 


i.ii 


Street rys.^* 


29,704 


60,621 


1.65 


1.59 


3.24 


Total 


Cleveland « 




2,878 


6,430 


.81 


.63 


1.44 


Auto, and motor truck mfg.^ 


2,923 


5,566 


1.86 


2.07 


3-93 


Auto, and motor truck mfg. 


6,289 


11,468 


2.37 


2.88 


5.25 


Auto, and motor truck mfg. 


1,038 


2,054 


2.94 


3.03 


5.97 


Street railway cars, mfg. 


1,540 


3,286 


4.56 


4.02 


8.58 


Tractors, mfg.^^ 


2,332 


4,612 


4.41 


4.50 


8.91 


Auto, parts, mfg.^^ 


4,152 


8,636 


5.82 


5.40 


11.22 


Auto, frames, steel stampings^^ 


548 


1,116 


2.13 


2.04 


4.17 


Paint and varnish mfg. 


5,589 


11,664 


3.06 


2.82 


5.88 


Storage batteries, mfg. 


376 


700 


3 -09 


3.57 


6.66 


Paint and varnish mfg. 


5,789 


11,825 


3.75 


3.60 


7-35 


Storage batteries, carbon " 


1,129 


2,740 


1. 14 


.78 


1.92 


Clothing, women's, mfg. 


3,698 


7,076 


3.36 


3.69 


7.05 


Bags (paper and cloth), mfg. 


4,566 


7,976 


2.25 


3.03 


5.28 


Woodw'k, sewing cabinets " 


3,037 


6,547 


1.44 


1.26 


2.70 


Automatic screw-mach'ry,mfg. 


1,338 


2,913 


1.59 


1.35 


2.94 


Machinery (heavy), mfg. 


2,556 


6,076 


2.79 


2.01 


4.80 


Machine tools, mfg. 


2,393 


5,084 


2.8s 


2.55 


5.40 


Machinery (heavy), mfg. 


278 


558 


2.85 


2.85 


5.70 


Molding machinery, mfg.^^ 


3,234 


6,782 


4.08 


3.72 


7.80 


Motors, mfg.2i 



l82 



LABOR TURNOVER IN INDUSTRY 



TABLE 

Labor Mobility in 
1917- 



Industry or Nature of Business 



Metal wire, etc., mfg 

Steel works ^ 

Metal wire, etc., mfg. . . , . . 

Sewing machines, mfg. .... 

Electrical appliances, mfg. 

Steel works 

Oil stoves, mfg 

Malleable iron castings .... 

Metal wire, etc., mfg 

Forgings 

Steel works ^° ^ . . 

Printing and publishing (book and job) 

Printing and publishing (job) 

Public utilities : Gas (clerical force) . 

Gas mfg 

Tel. serv. (cler. force) 
Tel. serv. (op. force) 
Tel. serv. (pPnt dept.) 

Total 

Automobile mfg.^^ 

Automobile parts, mfg 

Automobile mfg 

Automobile parts, mfg.^^ .... 

Automobile mfg 

Automobile parts, mfg. . . , . 

Automobile mfg 

Automobile parts, mfg 

Automobile mfg 

Automobile parts, mfg 

Automobile mfg 

Automobile mfg.^^ 

Automobile parts, mfg.^ .... 

Automobile parts, mfg 

Automobile mfg.^^ 

Automobile mfg 

Automobile parts, mfg.^^ .... 



Establish- 
ment 
Number * 



Number 


Labor 


OF 


Hours 


Full-year 


(Thou- 


Workers 


sands) 



176 

177 

178 (41) 
179 
180 
181 

182 (42) 
183 

184 (41) 
185 

186 

187 
188 
189 

190 

191 

192 

193 



m 



Acces- 
sions 



Cleveland "^ — 



917 


2,751 


3,124 


9,372 


699 


2,097 


590 


1,770 


393 


1,179 


1,031 


3,093 


1,649 


4,947 


937 


2,811 


709 


2,127 


2,712 


8,136 


2,222 


6,666 


163 


489 


149 


447 


304 


912 


753 


2,259 


102 


306 


1,368 


4,104 


1,267 


3,801 


43,654 


130,962 



Detroit 



1,286 
5,004 
1,510 
1,281 

941 
2,887 
5,118 
3,077 
2,392 
9,313 
14,734 

225 

247 
219 
674 
132 
2,328 
2,200 



110,994 



194 (48) 


31,950 


95,850 


195 


783 


2,349 


196 


6,337 


19,011 


197 


850 


2,550 


198 (50) 


2,504 


7,512 


199 


224 


672 


200 (51) 


9,869 


29,607 


201 


86 


258 


202 


1,944 


5,832 


203 


114 


342 


204 


135 


405 


205 (47) 


11,125 


33,375 


206 


2,574 


7,722 


207 (54) 


3,379 


10,137 


208 


416 


1,248 


209 


121 


363 


210 


314 


942 



14,924 
1,629 

16,696 

2,427 

7,683 

800 

34,779 
301 

7,332 

433 

477 

41,174 

11,578 

15,296 

1,614 

606 

1,574 



APPENDIX 



185 



A — Continued 

Individual Establishments 
18° 



Labor Changes 



Number 



Separa- 
tions 



Total 



Rate per Full- year Worker 



Acces- 
sion 



Separa- 
tion 



Flux 



Industry or Nature of Business 



Continued 



1,386 

4,956 

1,520 

1,290 

776 

2,841 

5,081 

3,091 

2,334 

9,630 

13,050 

265 

232 

158 

573 

140 

2,262 

2.88q 



108,157 



14,631 
2,123 

17,048 

2,267 

6,861 

670 

30,191 

298 

6,787 

423 

537 

45,808 

9,120 

15,130 

1,744 

613 

1,680 



2,672 


1.41 


1.50 


9,960 


1-59 


1.59 


3,030 


2.16 


2.16 


2,571 


2.16 


2.19 


1,717 


2.40 


1.98 


5,728 


2.79 


2.76 


10,199 


3-09 


3.09 


6,168 


3.27 


3.30 


4,726 


Z-3^ 


3.30 


18,943 


3-42 


3.54 


27,784 


6.63 


5.88 


490 


1.38 


1.62 


479 


1.65 


1.56 


317 


.72 


.51 


1,247 


.90 


.75 


272 


1.29 


1.38 


4,590 


1. 71 


1.65 


5,089 


1.74 


2.28 


219,151 


2.55 


2.49 



Detroit 



2.91 
3.18 
4.32 
4-35 
4.38 
5-55 
6.18 

6.57 
6.66 
6.96 
12.51 
3.00 
3.21 
1.23 
1.65 
2.67 
3.36 
4.02 



5 -04 



29,555 


.48 


.45 


3,752 


2.07 


2.70 


33,744 


2.64 


2.70 


4,694 


2.85 


2.67 


14,544 


3.06 


2.73 


1,470 


3.57 


3.00 


64,970 


3-51 


3.06 


599 


3-51 


3.48 


14,119 


3.78 


3.48 


856 


3.81 


3.72 


1,014 


3-54 


3.99 


86,982 


3-69 


4.11 


20,698 


4-50 


3.54 


30,426 


4.53 


4.47 


3,358 


3-87 


4.20 


1,219 


5.01 


5.07 


3,254 


5-OI 


5.34 



.93 

4.77 

5-34 
5-52 
5.79 
6.57 
6.57 
6.99 
7.26 
7.53 
7.53 
7.80 
8.04 
9.00 
8.07 
10.08 
10.35 



Metal wire, etc., mfg. 

Steel works ^^ 

Metal wire, etc., mfg. 

Sewing machines, mfg. 

Electrical appliances, mfg. 

Steel works 

Oil stoves, mfg. 

Malleable iron castings 

Metal wire, etc., mfg. 

Forgings 

Steel works ^° 

Prin'g & pub'sh^g (book & job) 

Printing and publishing (job) 

Pub. utilities: Gas (cler. force) 
Gas mfg. 
Tel.serv.(cl. f*rc) 
Tel.serv.(op.f'e) 
Tel.serv.(prtd't) 

Total 



Automobile 
Automobile 
Automobile 
Automobile 
Automobile 
Automobile 
Automobile 
Automobile 
Automobile 
Automobile 
Automobile 
Automobile 
Automobile 
Automobile 
Automobile 
Automobile 
Automobile 



mfg.23 

parts, 

mfg. 

parts, 

mfg. 

parts, 

mfg. 

parts, 

mfg. 

parts, 

mfg. 

mfg.23 

parts, 

parts, 

mfg.i8 

mfg. 

parts, 



mfg. 

mfg.2* 

mfg. 

mfg. 

mfg. 



mfg.25 
mfg. 



mfg.i' 



i84 



LABOR TURNOVER IN INDUSTRY 



TABLE 

Labor Mobility in 
1917- 



Industry or Nature of Business 



Automobile parts, mfg. 

Automobile parts, mfg.^^ . 

Coke and chemicals, mfg.^ 

Chemicals and drugs, mfg.^ 

Paints, mfg.26 .... 

Clothing and overalls, mfg. 

Furniture mfg 

Machine tools, mfg. 

Machine tools, mfg.^^ . 

Steam engine, etc., mfg. . 

Iron and steel (small parts), mfg. 

Heating devices, mfg. . 

Iron and steel castings, mfg. 

Electrical appliances, mfg. 

Steel forgings .... 

Heating devices, mfg.^ 

Steel castings .... 

Structural steel, mfg. . 

Electrical appliances, mfg. 

Steel forging .... 

Screw-machine products, mfg. 

Screw-machine products, mfg 

Machine appurt nances, mfg.^s 

Machine appurtenances, mfg.^^ 

Public utilities: 

Gas mfg 

Telephone service (Comm. dept). 
Telephone service (Clerical force) 
Telephone service (Installation) 
Telephone service (Traffic dept.) 
Telephone service (Construction) 

Slaughtering and meat packing . 

Total , 



Establish- 
ment 
Number * 



211 
212 
213 
214 

215 
216 
217 
218 
219 
220 
221 
222 
223 
224 
225 
226 
227 
228 
229 
230 
231 
232 
233 
234 

235 
236 

237 
238 
239 
240 
241 

ii48r 



Number 

OF 

Full-year 
Workers 



Labor 
Hours 
(Thou- 
sands) 



814 

2,925 
668 

434 
480 

511 
630 

58s 
726 
218 
497 
675 
159 
316 

637 
390 
161 
213 
241 
187 
438 
540 
391 

1,933 
161 

138 

431 
2,167 

33^ 
456 

92,281 



3,309 
2,442 

8,775 
2,004 
1,302 
1,440 

1,533 
1,890 

1,755 
2,178 

654 

1,491 

2,025 

477 

948 

1,911 

1,170 

483 

639 

723 

561 

1,314 

1,620 

1,173 

5,799 
483 
414 

1,293 
6,501 

993 
1,368 

276,843 



Acces- 
sions 



Detroit — 



6,044 
6,798 
2,332 
1,037 
821 
686 
1,642 

1,773 
2,472 

3,591 

392 

834 

1,437 

377 

910 

1,781 

1,296 

543 

744 

968 

821 

1,967 

2,832 

2,292 

1,585 
104 
167 
533 

3,347 
628 

1,851 
211,928 



APPENDIX 



185 



A — Continued 

Individual Establishments 
81° 



Labor Changes 




Number 


Rate per Full-year Worker 


Industry or Nature of Business 


Separa- 
tions 


Total 


Acces- 
sion 


Separa- 
tion 


Flux 




Continued 




5,795 
6,534 
2,527 
1,131 
757 
978 
1,765 
1,433 
2,418 

3,584 

384 

1,167 

1,642 

391 

695 

1,714 

1,066 

567 
744 
899 
710 

2,057 
2,712 
2,208 

1,040 
106 
141 
510 

3,015 
633 

1,874 


11,839 
13,332 
4,859 
2,168 
1,578 
1,664 

3,407 
3,206 
4,890 
7,175 
776 
2,001 

3,079 

768 

1,605 

3,495 
2,362 
1,110 
1,488 
1,867 

1,531 
4,024 

5,544 
4,500 

2,625 
210 

308 

1,043 
6,362 

1,261 
3,725 


5-49 
8.34 
.81 
1.56 
1.89 
1.44 
3.21 
2.82 
4.23 
4-95 
1.80 
1.68 
2.13 
2.37 
2.88 
2.79 
3-33 
3.36 
3.48 
4.02 
4-38 
4.50 
5.25 
5.85 

.81 
.66 
1.20 
1.23 
1.56 
1.89 
4.05 


5.25 
8.04 

.87 
1.68 

1.74 
2.04 

HI 

4.14 
4.95 
1.77 
2.34 
2.43 
2.46 
2.19 
2.70 
2.73 
3.51 
3.48 
3.72 
3.81 

4.71 
5.01 

5.64 

:il 

1.02 

'•'? 
1.38 

1.92 

4.II 


10.74 
16.38 
1.68 
3-24 
3-63 
3.48 
6.66 
510 
8.37 
9.90 

3.57 
4.02 

4.56 
4.83 
5.07 
5.49 
6.06 
6.87 
6.96 

7.74 

8.19 

9.21 

10.26 

11.49 

1.35 
1.32 
2.22 
2.40 
2.94 
3.81 
8.16 


Automobile parts, mfg. 

Automobile parts, mfg.^' 

Coke and chemicals, mfg.^ 

Chemicals and drugs, mfg.^ 

Paints, mfg.26 

Clothing and overalls, mfg. 

Furniture mfg. 

Machine tools, mfg. 

Machine tools, mfg.^^ 

Steam engine, etc., mfg. 

Iron and steel (small p'ts), mfg. 

Heating devices, mfg. 

Iron and steel castings, mfg. 

Electrical appliances, mfg. 

Steel forgings 

Heating devices, mfg.^ 

Steel castings 

Structural steel, mfg. 

Electrical appliances, mfg. 

Steel forging 

Screw-machine products, mfg. 

Screw-machine products, mfg. 

Machine appurtenances, mfg.^* 

Machine appurtenances, mfg.^* 

Public utilities: 
Gas mfg. 

Tel. serv. (Comm. dept.) 
Tel. serv. (Clerical force) 
Tel. serv. (Installation) 
Tel. serv. (Traffic dept.) 
Tel. serv. (Construction) 

Slaughtering and meat packing 


207,128 


419,056 


2.31 


2.25 


4.56 


Total 



ia6 



LABOR TURNOVER IN 



INDUSTRY 

TABLE 

Labor Mobility in 
iQiy- 



Industry or Nature of Business 



Motor vehicles and parts, mfg. . . 

Automobile parts, mfg 

Chemicals, mfg.^^ 

Chemicals, mfg.^^ 

Textiles, mfg." 

Textiles, mfg.^i 

Leather, mfg 

Rubber goods, mfg 

Machinery (heavy), mfg 

Machinery (heavy) mfg. . . . . 
Machinery (heavy), mfg. . . . 
Machinery (heavy), mfg.^i . . . 

Machinery (heavy), mfg 

Heating devices, mfg 

Electrical appliances, mfg. . . 
Electrical appliances, mfg.^^ . . . 

Castings, mfg.^^ 

Household metal ware, mfg.^o . . 
Household metal ware, mfg.^^ 

Public utilities: Gas mfg 

Street railways, etc.^o 
Total 



Oil refinery 

Sugar refinery ^* . . . 
Explosives, mfg.32 . . . 
Machinery, mfg." . 
Agricultural implements, mfg.^ 
Structural iron and steel, mfg. 
Mercantile, establishment " 
Mercantile, establishment ^* 
Mercantile, establishment ^^ 
Structural iron and steel, mfg. 
Gas and electricity (Main office) 
Gas and electricity (Metrop. Dis.)^ 
Gas and elec. (Country Dists.) ^^ 
Street railways, etc 



Establish- 
ment 


Number 

OF 

Full-year 
Workers 


Labor 
Hours 
(Thou- 
sands) 


Number * 



Total 



242 

243 
244 

245 
246 
247 
248 

249 
250 

251 
252 
253 
254 
255 
256 

257 (58) 

258 

259 

260 

261 

262 



21 



263* 

264* 

265 

266 

267 

268 

269 

270 

271 

272 

273 
274 

275 
276 

[14] 



Acces- 
sions 



Milwaukee/ 



1,665 
1,246 
346 
876 
820 
468 
3,168 

1,275 
638 

4,732 
524 
998 

1,300 
238 
464 

1,181 
542 
540 

1,163 
839 

3,643 



26,666 



4,995 
3,738 
1,038 
2,628 
2,460 
1,404 

9,504 
3,825 

1,914 
14,196 
1,572 
2,994 
3,900 

714 
1,392 
3,543 
1,626 
1,620 
3,489 
2,517 
10,929 



79,998 



2,435 
4,157 

470 
5,660 

790 

950 
6,228 
4,859 

931 
6,374 

704 
2,093 
2,634 

165 

574 
3,050 
1,496 
1,608 
6,945 
1,713 
3,058 



56,894 



San Francisco 



421 


1,263 


1,259 


3,777 


1,795 


5,385 


173 


519 


2,224 


6,672 


500 


1,500 


85 


255 


244 


732 


899 


2,697 


669 


2,007 


308 


924 


1,173 


3,519 


3,424 


10,272 


1,046 


3,138 


14,220 


42,660 



1,141 

3,566 

10,818 

261 

4,912 
860 

138 

435 
1,674 
2,904 

174 
1,254 
8,205 
1,167 

37,509 



APPENDIX 



187 



A — Continued 

Individual Establishments 
18° 



Labor Changes 




Number 


Rate per 


Full-year 


Worker 


Industry or Nature or Business 


Separa- 




Acces- 


Separa- 






tions 


Total 


sion 


tion 


Flux 




Milwaukee / 




2,748 


5,183 


1.47 


1.65 


3.12 


Motor vehicles and parts, mfg. 


3,677 


7,834 


Z-2>Z 


2.94 


6.27 


Automobile parts, mfg. 


610 


1,080 


1-35 


1.77 


3.12 


Chemicals, mfg.^'^ 


3,742 


9,402 


6.45 


4.26 


10.71 


Chemicals, mfg.^^ 


774 


1,564 


.96 


.93 


1.89 


Textiles, mfg.io 


859 


1,809 


2.04 


1.83 


Z^^7 


Textiles, mfg.21 


6,618 


12,846 


1.98 


2.10 


4.08 


Leather, mfg. 


4,589 


9,448 


3.81 


3.60 


7.41 


Rubber goods, mfg. 


803 


1,734 


1.47 


1.26 


2.73 


Machinery (heavy), mfg. 


6,699 


13,073 


1-35 


1. 41 


2.76 


Machinery (heavy) mfg. 


780 


1,484 


1.35 


1.50 


2.85 


Machinery (heavy), mfg. 


2,100 


4,193 


2.10 


2.10 


4.20 


Machinery (heavy), mfg.21 


3,083 


5,717 


2.04 


2.37 


4.41 


Machinery (heavy), mfg. 


219 


384 


.69 


.93 


1.62 


Heating devices, mfg. 


450 


1,024 


1.23 


.96 


2.19 


Electrical appliances, mfg. 


2,932 


5,982 


2.58 


2.49 


5.07 


Electrical appliances, mfg.^^ 


1,470 


2,966 


2.76 


2.70 


5.46 


Castings, mfg.29 


1,662 


3,270 


2.97 


3.06 


6.03 


Household metal ware, mfg.^^ 


7,026 


13,971 


5-97 


6.03 


12.00 


Household metal ware, mfg." 


1,561 


3,274 


2.04 


1.86 


3 -90 


Public utilities: Gas mfg. 


3,728 


6,786 
113,024 


.84 


1.02 


1.86 


Str'trys.,etc.3o 


56,130 


2.13 


2.10 


4.23 


Total 


Bay Region 


9 










980 


2,121 


2.70 


2.34 


5-04 


Oil refinery 


3,011 


6,577 


2.82 


2.40 


5.22 


Sugar refinery ^^ 


7,800 


18,618 


6.03 


4.35 


10.38 


Explosives, migp 


362 


623 


1.50 


2.10 


3.60 


Machinery, mfg.^^ 


5,338 


10,250 


2.22 


2.40 


4.62 


Agricul. implements, mfg.^^ 


1,022 


1,882 


1.71 


2.04 


Z'lS 


Structural iron and steel, mfg.^^ 


121 


259 


1.62 


1. 41 


3-03 


Mercantile, establishment ^^ 


409 


844 


1.77 


1.68 


3-45 


Mercantile, establishment ^* 


1,568 


3,242 


1.86 


1.74 


3.60 


Mercantile, establishment ^^ 


2,875 


5,779 


4.35 


4.29 


8.64 


Structural iron and steel, mfg. 


201 


375 


.57 


.66 


1.23 


Gas and electricity (Main ofc.) 


1,656 


2,910 


1.08 


1. 41 


2.49 


Gas and elec. (Metr. Dis.)^ 


8,556 


16,761 


2.40 


2.49 


4.89 


Gas & el. (CounV Dists.) ^3 


1,239 


2,406 


I. II 


1.20 


2.31 


Street railways, etc. 


35,138 


72,647 


2.64 


2.46 


5.10 


Total 



i88 LABOR TURNOVER IN INDUSTRY 



NOTES TO TABLE A 

** Unless it is otherwise specified, the figures for 1913-14 refer to the year ended June 30, 1914, 
and the figures for 1917-18 refer to the year ended May 31, 1918. 

* Figures in parentheses are the 1917-18 numbers of such concerns as were reported in 1917-18 
as well as 1913-14. 

t Each of the two mills which constitute this establishment was reported as a separate concern in 
1917-18. 

a. This group of plants reported in a special article, "Labor Turnover in Chicago," 9 Monthly 
Labor Review, 652-667 (September, 1919). 

b. This group of plants reported in a special article, "Labor Turnover in Cincinnati," 8 Monthly 
Labor Review, 651-668 (March, 1919). 

c. This group of plants, together with those in Detroit, reported in a special article, "Labor Turn- 
over in Cleveland and Detroit," 8 Monthly Labor Review, 11-30 (January, 1919). 

d. This concern reported in detail in a special article, "Labor Turnover and Employment Policies 
of a Large Motor Vehicle Manufacturing Establishment," 7 Monthly Labor Review, 837-855 (October, 
1918). 

e. The figures shown here are based upon the records of five individual establishments. They 
were secured in connection with another investigation carried on simultaneously in the cloak and suit 
industry of Cleveland. The results of this investigation were published in the Monthly Labor Review 
for August, 1918. 

/. This group of plants reported in a special article, "Labor Turnover in Milwaukee," 8 Monthly 
Labor Review, 999-1016 (April, 19 19). 

g. This group of plants reported in a special article, "Labor Turnover in the San Francisco Bay 
Region," 8 Monthly Labor Review, 303-380 (February, 1919). 

h. This concern reported, with another oil refinery, in detail in a special article, "Labor Policies and 
Labor Turnover in the California Oil Refining Industry," 8 Monthly Labor Review, 969-998 (April, 

1919). 

i. This concern reported in detail in a special article, "Employment Policies and Labor Mobility 
in a California Sugar Refinery," 9 Monthly Labor Review^ 1802-1824 (December, 1919). 



I 



APPENDIX 189 



1 Calendar year 191 3. 

2 Not including special employees averaging 181 during the year. 
' Including student operators. 

* For nine months' period ended September 30, 1914. 

* Calendar year 1915. 

* Year ended November 30, 1914. 
7 Year ended October 31, 1915. 

* Calendar year 191 2. 

* Year ended June 30, 1918. 

10 Six months' period ended June 30, 1918. 

11 Year ended April 30, 19 18. 

12 Ten months' period ended June 30, 1918. 
" Eight months* period ended June 30, 1918. 

1* Figures cover conductors and motormen only. 

" Year ended March 31, 1918. 

" Ten months' period ended May 31, 19 18. 

*^ Eight months' penod ended May 31, 1918, 

1* Six months' period ended July 31, 1918. 

1' Period from August 20, 1917, to July 7, 1918, inclusive. 

20 Six months' period ended May 31, 1918. 

21 Seven months' period ended May 31, 19 18. 

22 Nine months' period ended May 31, 1918. 

23 Year ended July 31, 1918. 

24 Year ended January 31, 1918. 

25 For 9H months ended August 12, 19 18. 

26 For 8H months ended August 15, 1918. 

27 Eight months' period ended August 31, 1918. 
2« For 73^ months ended August 15, 191 8. 

29 Six months period ended August 31, 1918. 

^ Year ended August 31, 191 8. 

^ Not including employees hired in one department, which had about 125 employees. 

52 Six months' period ended June 26, 1918. 

33 Year ended May 15, 1918. 

34 Year ended May 2, 19 18. 

** Year ended October 31, 19 18. 



igo 



LABOR TURNOVER IN INDUSTRY 



TABLE 

Type of Separation (Discharge, Lay-Off, Entry into Military Service, or 

1913-14 and 



Industry or Nature of Business 





Number 

OF 

Workers 


Establish- 
ment 
Number 



Number 



Employees Leaving 



Were 
Dis- 
charged 



Were 
Laid 
Off 



Railroad shops 

Rubber footwear and auto tires . 

Shoe machinery, mfg 

Department store 

Steam gauges and valves, mfg. . 

Plumbing tools, mfg 

Brass valves and fittings, mfg. 

Paper products and roofing material 

Paper boxes and shipping tags, etc. . 

Color printing, etc 

Book mfg 

Public utilities: Street railways . 
Elevated railways 
Telephone service 



Total 



Chewing gum, mfg. 
Shoe bottoms, mfg. 
Agricultural implements, mfg 
Agricultural implements, mfg 
Agricultural implements, mfg 
Agricultural implements, mfg. 
Structural steel .... 
Electrical supplies, mfg. . 
Valves and fittings, mfg. . 
Iron wheels and castings, mfg. 
Steel products, mfg. 
Telephone apparatus, mfg. 



Total 



Engineering specialties, mfg. 



2 

4 
6 

7 
8 

9 

10 
II 
12 
13 
14 
15 
16 

17 



[14I 



i« 

19 

20 
21 
22 

23 
26 
28 
29 
30 
31 
32 



[12] 



37 



Boston 



2,001 


73 


2,856 


975 


2,549 


694 


1,839 


114 


167 


33 


212 


117 


899 


353 


864 


95 


1,749 


132 


726 


82 


449 


23 


3,060 


171 


8,858 


582 


2,750 


131 


28,979 


3,575 



Chicago 



273 


12 


277 


9 


4,377 


248 


6,592 


261 


1,904 


29 


761 


45 


243 


58 


544 


136 


4,306 


280 


415 


64 


3,758 


S7 


11,049 


619 


34,499 


1,848 



Cincinnati 



656 



119 



39 



307 
25 

40 
252 

29 
80 



14 



786 



82 

21 

1,362 

2,265 

654 

69 
249 

27 
42 

2,090 



6,861 



APPENDIX 



IQI 



B 

Voluntary Quitting) in Individual Establishments and Specified Cities, 
1917-18 

14 



OF 


Per Cent 




During the 


Year Who 


Employees Leaving During 
THE Year Who 


Industry or Natxtre of Business 


Left 




Were 


Were 


Left 




Volun- 


Total 


Dis- 


Laid 


Volun- 




tarily 




charged 


Off 


tarily 




Boston 




536 


648 


II 


6 


^3 


Railroad shops 


1,826 


2,801 


35 


— 


65 


Rubber footwear and auto tires 


731 


1,425 


49 


— 


51 


Shoe machinery, mfg. 


421 


812 


14 


Z7 


50 


Department store 


72 


130 


25 


19 


55 


Steam gauges and valves, mfg. 


310 


427 


37 


— 


73 


Plumbing tools, mfg. 


558 


951 


d>7 


4 


59 


Brass valves and fittings, mfg. 


158 


505 


19 


50 


31 


Paper products and roofing 


877 


1,009 


13 




^7 


Paper boxes and shipping tags 


262 


373 


22 


8 


70 


Color printing, etc. 


47 


150 


15 


53 


31 


Book mfg. 


241 


412 


42 




59 


Public utilities: Street railw's 


582 


1,164 


50 


— 


50 


Elev. railw's 


321 


466 


28 


3 


69 


Teleph. serv. 


6,942 


11,303 


32 


7 


61 


Total 


Chicago 




235 


329 


4 


25 


71 


Chewing gum, mfg. 


176 


206 


4 


10 


86 


Shoe bottoms, mfg. 


1,198 


2,808 


9 


48 


42 


Agricultural implem's, mfg. 


1,589 


4,115 


6 


55 


39 


Agricultural implem's, mfg. 


309 


992 


3 


66 


31 


Agricultural implem's, mfg. 


733 


n^ 


6 


— 


94 


Agricultural implem's, mfg. 


^S 


212 


27 


Z3 


40 


Structural steel 


315 


700 


19 


36 


45 


Electrical supplies, mfg. 


581 


888 


32 


3 


65 


Valves and fittings, mfg. 


500 


606 


II 


7 


^3 


Iron wheels and castings, mfg. 


2,968 


3,055 


3 


— 


97 


Steel products, mfg. 


13,454 


16,163 


4 


13 


^3 


Telephone apparatus, mfg. 


22,143 


30,852 


6 


22 


72 


Total 






Cincinnati 








164 


283 


42 


— 


58 


Engineering specialties, mfg. 



192 



LABOR TURNOVER IN INDUSTRY 



TABLE 
Type or Separation (Discharge, Lay-Off, Entry into Military Service, or 

1913-I4 AND 



Industry or Nature of Business 



Clothing, mfg. . . 
Clothing, men's, mfg. 
Machine tools, mfg. 
Metal wire, etc., mfg. 
Machine tools, mfg. 

Total . . 



Aluminum and brass foundry 
Motor car, mfg. . . . . . 

Motor car, gasoline, mfg. . 
Transmissions and gears, mfg. 

Motor car, mfg 

Motor car, mfg 

Motor car, mfg 

Motor car, mfg. . . . 

Motor car, mfg 

Motor car, mfg 

Motor car, mfg 

Automobile parts, mfg. 
Adding machines, mfg. 
Public utilities: gas mfg. . . . 

Total ...... 

Crackers and biscuits, baking 
Cotton specialties, mfg. 

Printing presses, mfg 

Mail order house 

Life insurance 

Paper products, mfg 

Public utilities: Street railways . 
Telephone service 

Total 



Establish- 
ment 
Number 



38 
39 
40 

41 
42 



[5] 



43 
44 
45 
46 

47 
48 

49 
50 
51 
52 
53 
54 
55 
56 



[14I 



59 
60 
61 
62 
63 
65 
66 
67 



Number 

OF 

Workers 



Number 



Employees Leaving 



Were 


Were 


Dis- 


Laid 


charged 


Off 



Cleveland 



1,020 

783 

335 

1,247 

I, III 



4,496 



189 

100 

90 

70 

216 



66s 



Detroit 



397 


621 


2,146 


1,317 


715 


829 


239 


209 


3,110 


1,460 


10,904 


926 


731 


364 


897 


551 


4,028 


740 


287 


409 


4,484 


2,279 


1,004 


1,051 


1,887 


729 


650 


42 


31,479 


11,527 



New York 



[8] 



I, III 


206 


785 


158 


1,438 


356 


624 


73 


3,679 


33 


1,778 


525 


3,622 


1,796 


19,051 


1,582 


32,088 


4,729 



88 
990 



1,078 



1,191 

668 

550 

69 

3,883 
3^3 
126 

435 

298 
9,325 

14 
27 



16,969 



60 

58 

195 

465 

154 

3,910 



4,842 



APPENDIX 



193 



B — Continued 

Voluntary Quitting) in Individual Establishments and Specified Cities, 
1917-18 

14 



OF 


Per Cent 




During the 


Year Who 


Employees Leaving During 
THE Year Who 


Industry or Nature of Business 


Left 




Were 


Were 


Left 


- 


Volun- 


Total 


Dis- 


Laid 


Volun- 




tarily 




charged 


Off 


tarily 




Cleveland 




265 


454 


42 





58 


Clothing, mfg. 


330 


430 • 


n 


— 


77 


Clothing, men's, mfg. 


180 


270 


2>3> 


— 


67 


Machine tools, mfg. 


718 


d>76 


8 


10 


82 


Metal wire, etc., mfg. 


619 


1,825 


12 


54 


34 


Machine tools, mfg. 


2,112 


3,855 


17 


28 


55 


Total 


Detroit 




ZZ3 


2,145 


29 


56 


16 


Aluminum and brass foundry- 


3,270 


5,255 


25 


13 


62 


Motor car, mfg. 


d>2>o 


1,709 


49 


32 


19 


Motor car, gasoline, mfg. 


254 


532 


39 


13 


48 


Transmissions and gears, mfg. 


3,286 


8,629 


17 


45 


3^ 


Motor car, mfg. 


5,199 


6,508 


14 


6 


80 


Motor car, mfg. 


611 


1,101 


S3 


II 


55 


Motor car, mfg. 


425 


1,411 


39 


31 


30 


Motor car, mfg. 


2,155 


2,895 


26 




74 


Motor car, mfg. 


643 


1,350 


30 


22 


48 


Motor car, mfg. 


1,652 


13,256 


17 


70 


12 


Motor car, mfg. 


867 


1,918 


55 




45 


Automobile parts, mfg. 


840 


1,583 


46 


I 


53 


Adding machines, mfg. 


nz 


202 


21 


13 


66 


Public utilities: gas rnfg. 


19,998 


48,494 


24 


SS 


41 


Total 


New York 




129 


1,395 


15 


4 


81 


Crackers and biscuits, baking 


839 


1,055 


15 


5 


80 


Cotton specialties, mfg. 


666 


1,217 


29 


16 


55 


Printing presses, mfg. 


398 


936 


50 


8 


43 


Mail order house 


233 


266 


12 


— 


d>^ 


Life insurance 


963 


1,642 


32 


9 


59 


Paper products, mfg. 


974 


2,770 


65 


— 


35 


Public utilities: Street railw's 


4,828 


10,320 


15 


38 


47 


Tel. service 


10,030 


19,601 


24 


25 


51 


Total 



194 



LABOR TURNOVER IN INDUSTRY 



TABLE 

Type of Separation (Discharge, Lay-Off, Entry into Military Service, or 

1913-14 and 



Industry or Nature 07 Business 



Establish- 
ment 


Number 

OF 

Workers 


Number 



Number 



Employees Leaving 



Were 
Dis- 
charged 



Were 
Laid 
Off 



Rubber goods, mfg. . . . 
Rubber tires, mfg. . . . , 
Sheet metal ware, mfg. 
Lighting apparatus, mfg. . 
Cash registers, mfg. . . , 

Insurance 

Typewriters, mfg. . . . , 
Automobile, mfg. . . . . 
Agricultural implements, mfg. 
Electrical apparatus, mfg. 
Bleaching and dyeing . . , 
Machine tool, mfg. . . , 

Total . . . . , 



68 
69 
70 
72 
73 
75 
76 

78 
79 
81 
82 
^3 



[12] 



5,346 
639 
564 

1,087 

5,034 
971 

2,894 

477 

517 

10,665 

1,516 

4,323 



zzm3> 



901 
181 

94 
177 
271 

23 

no 

1,006 

S3 

4,504 ^ 

297 

850 



8,447 



Other 



806 
95 
452 
765 
574 

12 
399 
458 

220 
103 



3,884 



* Includes number 



APPENDIX 



195 



B — Continued 

Voluntary Quitting) in Inidvidual Establishments and Specified Cities, 
191 7-18 

14 



OF 


Per Cent 




During the 


Year Who 


Employees Leaving During 
THE Year Who 


Industry or Nature of Busintss 


Left 




Were 


Were 


Left 




Volun- 


Total 


Dis- 


Laid 


Volun- 




tarily 




charged 


Off 


tarily 




Cities 




^,2>^3 


8,070 


II 


10 


79 


Rubber goods, mfg. 


752 


1,028 


18 


9 


73 


Rubber tires, mfg. 


526 


1,072 


9 


42 


49 


Sheet metal ware, mfg. 


121 


1,063 


17 


72 


II 


Lighting apparatus, mfg. 


2,606 


3,451 


8 


17 


76 


Cash registers, mfg. 


270 


293 


8 




92 


Insurance 


826 


948 


12 


I 


S7 


Typewriters, mfg. 


2,019 


3,424 


29 


12 


59 


Automobile, mfg. 


356 


847 


4 


54 


42 


Agricul. implements, mfg. 


12,244 


16,748 


27 




73 


Electrical apparatus, mfg. 


783 


1,300 


23 


17 


60 


Bleaching and dyeing 


2,322 


3,275 


26 


3 


71 


Machine tool, mfg. 


29,188 


41,519 


20 


9 


70 


Total 



laid off. 



196 



LABOR TURNOVER IN INDUSTRY 



TABLE 
Type of Separation (Discharge, Lay-Off, Entry into Military Service, or 

I913-14 AND 

1917- 





Estab- 


Number 






Number 




Employees Leaving During 


Industry or Nature of Business 


lish- 
ment 


OF 










Number 


Workers 


Were 


Were 


Entered 








Dis- 


Laid 


Military 








charged 


Off 


Service 




Chicago 


Printing presses, mfg. . . . 


104 


764 


12 


60 


45 


Agricultural implem'ts, mfg. 


105 


4,211 


211 


226 


224 


Agricultural implem'ts, mfg. 


106 


5,759 


481 


596 


387 


Machinery (coal mining), mfg. . 


107 


611 


13 


199 


61 


Mail order house 


no 


1,042 


151 




162 


Mail order hous-s 


112 


5,092 


558 


3,441 


322 


Structural steel, mfg. . . . 


113 


402 


42 




12 


Brass and metal specialties, mfg. 


114 


283 


12 


— 


34 


Iron wheels and castings, mfg. . 


115 


390 


48 


8 


44 


Office appliances, mfg. 


116 


667 


431 


— 


84 


Electrical supplies, mfg. . 


117 


733 


329 


112 


116 


Iron castings, mfg 


118 


950 


353 


— 


108 


Screw machine products, mfg. . 


119 


520 


S3 


— 


94 


Steel forgings, mfg 


120 


1,099 


340 


48 


2t?0 


Electrical supplies, mfg. . . . 


121 


258 


171 


35 


60 


Public utilities: Electricity . . 


122 


4,728 


500 


358 


1,064 


Telephone serv . 


124 


13,604 


2,191 


1,718 


903 


Street railways . 


125 


3,909 


1,109 


— 


524 


Slaughtering and meat packing . 


126 


8,730 


7,925 


659 


484 


Slaughtering and meat packing . 


127 


14,320 


7,372 


2,064 


612 


Slaughtering and meat packing . 


128 


5,219 


2,644 


1,292 


504 


Total 


[21] 


73,291 


24,976 


10,816 


6,094 



APPENDIX 



197 



B — Continued 

Voluntary Quitting) in Individual Establishments and Specified Cities, 
1917-18 

18 



OF 






Per Cent 






-— _!• ■V'CAO 




Employees Leaving During the 




THE 1 EAR vv u.u 




Year Who 




Industry or Nature of 














Business 


Left 




Were 


Were 


Entered 


Left 




Volun- 


Total 


Dis- 


Laid 


Military 


Volun- 




tarily 




charged 


Off 


Service 


tarily 




Chicago 




354 


471 


2 


13 


10 


75 


Printing presses, mfg. 


2,301 


2,962 


7 


7 


8 


78 


Agricul. implem'ts, mfg. 


3,265 


4,729 


10 


13 


8 


69 


Agricul. implem'ts, mfg. 


491 


764 


2 


26 


8 


64 


Mach'ry (coal min'g), mfg. 


1,019 


1,332 


II 


— 


12 


77 


Mail order house 


8,012 


'^^iZZ^ 


4 


29 


3 


64 


Mail order house 


316 


370 


II 




3 


85 


Structural steel, mfg. 


490 


536 


2 


— 


6 


92 


Brass and metal spec's, mfg. 


758 


858 


6 


I 


5 


^d> 


Iron wheels & cast'gs, mfg. 


1,197 


1,712 


25 


— 


5 


70 


Office appliances, mfg. 


1,408 


1,965 


17 


6 


6 


71 


Electrical supplies, mfg. 


2,306 


2,767 


13 


— 


4 


83 


Iron castings, mfg. 


1,504 


1,681 


5 


— 


6 


89 


Screw mach. products, mfg. 


2,096 


2,734 


12 


2 


9 


77 


Steel forgings, mfg. 


602 


868 


20 


4 


7 


69 


Electrical supplies, mfg. 


4,312 


6,234 


8 


6 


17 


69 


Public utilities : Electricity 


6,642 


11,454 


19 


15 


8 


58 


Tel. serv. 


2,176 


3,809 


29 


— 


14 


57 


Street rys. 


6,994 


16,062 


49 


4 


3 


44 


Slaugh^g and meat packing 


17,842 


27,890 


27 


7 


2 


64 


Slaugh'g and meat packing 


12,978 


17,418 


15 


7 
9 


3 


75 


Slaugh'g and meat packing 


77,063 


118,949 


21 


5 


65 


Total 



198 



LABOR TURNOVER IN INDUSTRY 



TABLE 
Type of Separation (Discharge, Lay-Off, Entry into Military Service, or 

I913-I4 AND 

1917- 



Industry or Nature of Business 



Textile (cotton) mfg. . 
Mill work (building material) 
Machine tools, mfg. . 
Machine tools, mfg. . . 
Machinery specialties, mfg. 
Machinery nfg. , 
Machine tools, mfg. . 
Machine tools, mfg. . 
Machine tools, mfg. . 
Office appliances, mfg. 
Foundry (stoves and furnaces) 
Printing and publishing (books) 
Printing and publishing (misc.) 
Printing and publishing . 

Telephone service 

Trainmen, street railways 



Total 



Automobile and motor truck mfg 
Automobile and motor truck mfg, 
Automobile and motor truck mfg 

Tractor mfg 

Paint and varnish mfg. . 
Storage batteries, mfg. . 
Storage batteries, carbon prod 
Machinery (heavy) mfg. . 
Motors, mfg. . . . 
Metal wire, etc., mfg. 
Metal wire, etc., mfg. 
Sewing machines, mfg. 

Oil stoves, mfg 

Metal wire, etc., mfg. 
Telephone service (Clerical) . 
Telephone service (Operation) 
Telephone service (Plant) 

Total 



Estab- 
lish- 
ment 

Number 



133 
134 
137 
138 
139 
140 
141 
142 
144 

147 
148 

150 
151 
152 
154 
155 



[16] 



156 
157 
158 
160 
163 
164 
166 
173 
175 
176 
178 
179 
182 
184 
191 
192 
193 



[17] 



Number 

OF 

Workers 



Number 



Employees Leaving During 



Were 
Dis- 
charged 



Were 
Laid 
Off 



Cincinnati 



330 

275 
127 
602 
669 
407 
883 
602 
1,194 
418 
440 
244 
767 
617 
1,769 
1,330 



10,674 



IS 

26 

17 

76 

107 

85 
116 

193 

261 

228 

98 

2 

24 

64 

74 

128 



1,514 



II 
18 

I 



40 



80 



Cleveland 



4,456 

1,417 

2,173 

384 

267 

1,987 

1,610 

940 

870 

917 

699 

590 

1,649 

709 

102 

1,368 

1,267 



21,405 



156 

188 

1,095 
200 

50 

429 

763 

58 

573 

II 

96 

84 

275 

206 

23 

353 

20 



4,580 



22 

6 

470 

664 

406 

15 

288 

26 

18 

118 
45 

I 
513 



2,592 



1 Less than ^ 



APPENDIX 



199 



B — Continued 

Voluntary Quitting) in Individual Establishments and Specified Cities, 

1917-18 

18 



OF 


Per Cent 




THE Year Who 


Employees Leaving During the 
Year Who 


Industry or Nature op 


Left 
Volun- 
tarily 


Total 


Were 
Dis- 
charged 


Were 
Laid 
Off 


Entered 
Military 
Service 


Left 

Volun- 
tarily 




Cincinnati 




344 
649 

49 
406 

673 
461 

930 

723 

1,591 

588 

960 

98 

752 

2,059 
536 
642 


369 

705 

73 

592 

860 

567 
1,166 

980 
1,982 

903 
1,109 
119 
811 
2,228 
714 
847 


4 

4 

23 

13 

12 

15 
10 
20 
13 
25 
9 
2 

3 

10 
15 


(0 

I 
2 

I 

6 


3 
4 
10 
18 
9 
4 
9 
6 

7 
8 

3 
15 
4 
5 
9 
9 


93 
93 
67 
69 

79 
81 
80 

74 
80 

65 
86 
82 
93 
92 
75 
76 


Textile (cotton) mfg. 
Millwork (building mat'l) 
Machine tools, mfg. 
Machine tools, mfg. 
Machinery specialties, mfg. 
Machinery mfg. 
Machine tools, mfg. 
Machine tools, mfg. 
Machine tools, mfg. 
Office appliances, mfg. 
Foundry (stoves and f urn's) 
Prin'g and pub'g (books) 
Prin'g andpublish'g (misc.) 
Printing and publishing 
Telephone service 
Trainmen, street railw's 


11,461 


14,025 


II 


I 


7 


82 


Total 


Cleveland 


• 


2,171 
2,663 
4,450 
518 
478 
4,439 
4,969 
2,154 
2,250 

1,307 
1,327 
1,161 
4,488 
1,927 
108 
1,906 
2,209 


2,878 

2,923 
6,289 
1,540 
548 
5,589 
5,789 
2,393 
3,234 
1,386 
1,520 
1,290 
5,081 

2,334 

140 

2,262 

2,889 


5 
6 

17 

13 

9 

8 

13 
2 

18 
I 
6 
7 
5 
9 

16 

16 
I 


I 
1 

7 
43 

7 

I 

9 
2 
I 

2 
2 

1 
18 


18 
2 

4 
10 

4 
6 
I 
7 
4 
3 
5 
3 
4 
7 
6 
1 

5 


75 
91 
71 
34 
87 

79 
86 

90 
70 
94 
^1 
90 
88 

^Z 
77 
84 
76 


Auto. & motor truck mfg. 
Auto. & motor truck mfg. 
Auto. & motor truck mfg. 
Tractor mfg. 
Paint and varnish mfg. 
Storage batteries, mfg. 
Storage batteries, etc. 
Machinery (heavy) mfg. 
Motors, mfg. 
Metal wire, etc., mfg. 
Metal wire, etc., mfg. 
Sewing machines, mfg 
Oil stoves, mfg. 
Metal wire, etc., mfg. 
Tel. service (Clerical) 
Tel. serv. (Operation) 
Tel. s rv. (Plant) 


38,525 


48,085 


10 


5 


5 


80 


Total 



of I per cent. 



200 



LABOR TURNOVER IN INDUSTRY 



TABLE 

Type of Separation (Discharge, Lay-Off, Entry into Military Service, or 

1913-14 and 

1917- 



Industry or Nature of Business 



Estab- 
lish- 
ment 

Number 



Number 

OF 

Workers 



Number 



Employees Leavng During 



Were 


Were 


Dis- 


Laid 


charged 


Off 



Entered 
Military 
Service 



Detroit 



Automobile mfg 

Automobile parts, mfg. . 

Automobile mfg 

Automobile parts, mfg. . 

Automobile parts, mfg. . 

Automobile mfg 

Automobile mfg 

Automobile mfg 

Automobile parts, mfg. . . . 

Automobile parts, mfg. . . . 

Chemicals and drug mfg. 

Clothing and overalls, mfg, . 

Machine tools, mfg 

Iron and steel (small parts), mfg. 

Steel forgings, mfg 

Steel castings, mfg 

Structural steel mfg 

Steel forgings, mfg 

Screw machine products, mfg. . 

Public utilities: 

Gas mfg 

Telephone serv. (Comm. dept.) 
Telephone service (Clerical) . 
Telephone service (Installation) 
Telephone service (Traffic) 
Telephone serv. (Construction) 

Slaughtering and meat packing . 

Total 



194 

195 
200 
202 
203 
204 
205 
209 
210 
211 
214 
216 
218 
221 
225 
227 
228 
230 
232 

235 
236 

237 
238 

239 
240 

241 



[26] 



31,950 


169 


no 


783 


116 


306 


9,869 


4,886 


2,08s 


1,944 


965 


1,879 


114 


120 


— 


135 


52 


260 


11,125 


5,115 


3,799 


121 


148 


32 


314 


88 


52 


i>i03 


747 


242 


668 


112 


— 


480 


55 


— 


630 


113 


— 


218 


18 


— 


316 


102 


250 


390 


63 


24 


161 


43 


27 


241 


137 


— 


438 


168 


— 


1,933 


94 


— 


161 


15 


3 


138 


13 


20 


431 


66 


37 


2,167 


548 


4 


331 


51 


26 


456 


365 


9,156 


66,617 


14,369 



3,122 

63 

2,304 
362 

30 

42 

2,727 

64 
28 

317 

95 

25 

130 

22 

53 
67 

15 
68 

84 

137 
20 

13 

^9 

106 

45 

10,028 



' Less than H 



APPENDIX 



20I 



B — Continued 

Voluntary Qxhtting) in Individual Establishments and Specified Cities, 
1917-18 

18 



THE Year Who 



Left 
Volun- 
tarily 



Total 



Per Cent 



Employees Leaving During the 
Year Who 



Were 
Dis- 
charged 



Were 
Laid 
Off 



Entered 
Military 
Service 



Detroit 



11,230 


14,631 


I 


I 


21 


1,368 


2,123 


5 


14 


3 


20,916 


30,191 


16 


7 


8 


3,S8i 


6,787 


14 


2^ 


5 


273 


423 


28 


— 


7 


183 


537 


10 


48 


8 


34,167 


45,808 


IT 


8 


6 


369 


613 


24 


5 


10 


1,512 


1,680 


5 


3 


2 


4,489 


5,795 


13 


4 


5 


924 


1,131 


10 


— 


8 


898 


978 


6 


— 


3 


1,190 


1,433 


8 


— 


9 


344 


384 


5 


— 


6 


290 


695 


15 


36 


8 


912 


1,066 


6 


2 


6 


482 


567 


8 


5 


3 


694 


899 


15 




8 


1,805 


2,057 


8 


— 


4 


809 


1,040 


9 


— 


13 


68 


106 


14 


3 


19 


95 


141 


9 


14 


9 


318 


510 


13 


7, 


17 


2,463 


3,015 


18 


(') 


— 


453 


633 


8 


4 


17 


1,464 


1,874 
125,117 


19 


— 


2 


91,564 


II 


7 


8 



Left 
Volun- 
tarily 



77 
77 
69 
53 
65 
34 
75 
60 

90 

77 
82 
92 

^3 
90 
42 
86 

85 

77 
88 

78 
64 
67 
62 
82 

71 

78 



Industry or Nature of 
Business 



73 



Automobile mfg. 

Automobile parts, mfg 

Automobile mfg. 

Automobile parts, mfg. 

Automobile parts, mfg. 

Automobile mfg. 

Automobile mfg. 

Automobile mfg. 

Automobile parts, mfg. 

Automobile parts, mfg. 

Chemicals and drug mfg. 

Clothing & overalls, mfg. 

Machine tools, mfg 

Iron & st'l(sm'l p'ts.), mfg. 

Steel forgings, mfg. 

Steel castings, mfg. 

Structural steel mfg. 

Steel forgings, mfg. 

Screw mach. products, mfg. 

Public utilities: 
Gas mfg. 

Tel. serv. (Comm. dept.) 
Tel. serv. (Clerical) 
Tel. serv. (Installation) 
Tel. serv. (Traffic) 
Tel. serv. (Construction) 

Slaugh'g and m't pack ng 
Total 



of I per cent. 



202 



LABOR TURNOVER IN INDUSTRY 



TABLE 

Type of Separation (Discharge, Lay-Off, Entry into Military Service, or 

1913-14 and 

1917- 



Industry or Nature of Business 



Motor vehicles and parts, mfg. 
Automobile parts, mfg. 
Chemicals, mfg. 
Chemicals, mfg. 
Textiles, mfg. . 
Textiles, mfg. . 
Leather mfg. . 
Rubber goods, mfg. 
Machinery (heavy) mfg. 
Machinery (heavy) mfg. 
Machinery (heavy) mfg. 
Machinery (heavy) mfg. 
Machinery (heavy) mfg. 
Heating devices . 
Electrical appliances, mfg, 
Electrical appliances, mfg, 
Castings, mfg. 
Household metal ware mfg. 
Public utilities: Street railw*s, etc, 
Total ...... 



Explosives, mfg 

Agricultural implements, mfg. . 

Structural iron and steel, mfg. . 

Mercantile establishment 

Mercantile establishment 

Mercantile establishment 

Public utilities: 

Gas and elec. (Main office) 
Gas and elec. (Metro, district) 
Gas and elec. (Country dist.) . 
Total 



Estab- 
lish- 
ment 

Number 



242 

243 
244 

245 
246 

247 
248 
249 
250 

251 
252 

253 
254 
255 
256 

257 
258 

259 
262 



[19] 



265 
267 
268 
269 
270 
271 

273 

274 
275 



Number 

OF 

Workers 



Number 



Employees Leaving During 



Were 
Dis- 
charged 



Were 
Laid 
Off 



Entered 
Military 
Service 



Milwaukee 



1,665 

1,246 
346 
876 
820 
468 

3,168 

1,275 
6sS 

4,732 
524 
998 

1,300 
238 
464 

1,181 
542 
540 

3,643 



24,664 



216 
362 

14 

250 

60 

134 
604 
298 
123 

431 

62 

202 

116 

105 
270 
120 
90 
460 



3,917 



170 
323 

350 
22 

30 

22 

8 



48 
28 
80 
55 



1,142 



280 

233 

52 

318 

26 
224 
216 

63 

453 
56 

140 
146 

22 

13 

180 
10 
60 

350 



I 



2,842 



San Francisco 



[9I 



1,795 


812 


— 


2,224 


436 


— 


500 


100 


250 


85 


24 


14 


244 


42 


86 


899 


62 


431 


308 


28 


52 


1,173 


26 


1,350 


3,424 


514 
2,044 


3,864 


10,652 


6,047 



318 

372 
71 

20 

18 



27 
128 
324 



1,278 



1 Less than ^ 



APPENDIX 



203 



B — Concluded 

Voluntary Quitting) in Indhtdual Establishments and SPEariEO Cities, 
1917-18 

18 



OF 


Per Cent 




THE Year Who 


Employees Leaving During the 
Year Who 


Industry or Nature of 














Business 


Left 




Were 


Were 


Entered 


Left 


Volun- 


Total 


Dis- 


Laid 


Military 


Volun- 




tarily 




charged 


Off 


Service 


tarily 




Milwaukee 




2,082 


2,746 


8 


6 


10 


76 


Motor vehic's & p'ts, mfg. 


2,759 


2>fin 


10 


9 


6 


75 


Automobile parts, mfg. 


544 


610 


2 




9 


89 


Chemicals, mfg. 


2,824 


3,742 


7 


9 


8 


75 


Chemicals, mfg. 


692 


774 


8 


3 


— 


89 


Textiles, mfg. 


699 


859 


16 




3 


81 


Textiles, mfg. 


5,760 


6,618 


9 


'Q) 


3 


87 


Leather mfg. 


4,053 


4,589 


6 


(') 


5 


88 


Leather goods, mfg. 


609 


803 


15 


I 


8 


76 


Machinery (heavy) mfg. 


5,815 


6,699 


6 


— 


7 


^7 


Machinery (heavy) mfg. 


662 


780 


8 


— 


7 


85 


Machinery (heavy) mfg. 


1,758 


2,100 


10 


— 


7 


^S 


Machinery (heavy) mfg. 


2,815 


3,083 


4 


(0 


5 


91 


Machinery (heavy) mfg. 


197 


219 






10 


90 


Heating devices 


ZZ2 


450 


23 


— 


3 


74 


Electrical appliances, mfg. 


2,434 


2,932 


9 


2 


6 


^Z 


Electrical appliances, mfg. 


1,312 


1,470 


8 


2 


I 


90 


Castings, mfg. 


1,432 


1,662 


5 


5 


4 


d>6 


Household metal ware mfg. 


2,863 


3,728 


12 


I 


9 


77 


Pub. utilities: Str'trys.,etc. 


39,642 


47,543 


8 


2 


6 


83 


Total 


Bay Region 




6,670 


7,800 


10 


— 


4 


86 


Explosives, mfg. 


4,530 


5,338 


8 


— 


7 


^S 


Agricul. implements, mfg. 


601 


1,022 


10 


25 


7 


59 


Struc. iron and steel, mfg. 


63 


121 


20 


12 


16 


52 


Mercantile establishment 


263 


409 


10 


21 


4 


64 


Mercantile establishment 


1,075 


1,568 


4 


27 




69 


Mercantile establishment 
Public utilities: 


94 


201 


14 


26 


13 


47" 


Gas & elec. (Main off.) 


152 


1,656 


2 


82 


8 


9 


Gas & elec. (Metr. dis.) 


3,854 


8,556 


6 


45 


4 


45 


Gas & elec. (C'n V dis.) 


17,302 


26,671 


8 


2^ 


5 


65 


Total 



of I per cent. 



204 



LABOR TURNOVER IN INDUSTRY 



TABLE 

Number and Per Cent of Employees in the Unstable Part of the Working 
Accessions, Separations, and Flux, in Individual 



Industry or Nature op Business 



Clothing, men's, mfg. . 
Printing presses, mfg. . 
Agricultural implements, mfg. 
Agricultural implements, mfg. 
Machinery (coal mining), mfg. 
Mail order house .... 
Brass and metal specialties, mfg. 
Office appliances, mfg. 
Public utilities: Telephone service 



Total 



Motor vehicles and parts, mfg. . 
Machinery (heavy) mfg. . 
Public utilities: Street railways, etc. 



Total 



Automobile and motor truck mfg. 
Automobile and motor truck mfg. 
Street railway cars, mfg. . 
Storage batt's and carbon prod's mfg 
Woodwork, sewing mach. cabinets, etc, 
Machine tools, mfg. 
Machinery (heavy) mfg. . 
Metal wire, etc., mfg. . 
Sewing machines, mfg. 
Electrical appliances, mfg. 
Malleable iron castings, mfg. . 
Telephone service (Clerical force) 
Telephone service (Oper. force) 
Telephone service (Plant dept.) 

Total 



Establish- 
ment 
Number 



103 
104 
105 
106 
107 
no 
114 
116 
124 



[9] 



242 
250 
262 



[3] 



156 
158 
159 
166 
169 
172 

173 
176 
179 

180 

183 
191 
192 
193 

[14I 



Total 

Working 

Force 



Number 
in Con- 
tinuous 
Service 
Over One 
Year 



Chicago 



6,027 

764 

4,211 

5,759 
611 

1,042 

283 

667 

13,604 



32,968 



3,871 

594 

3,596 

3,890 

356 

66s 

108 

239 

10,905 



24,224 



Milwaukee 



1,665 

638 

3,643 



5,946 



819 

392 

2,300 



3,511 



Cleveland 



4,456 


2,795 


2,173 


298 


344 


123 


1,610 


757 


1,514 


964 


1,263 


592 


940 


448 


917 


605 


590 


376 


393 


194 


937 


401 


102 


44 


1,368 


914 


1,267 


372 


17,874 


8,883 



APPENDIX 



205 



Force, Number in Continuous Service Over One Year and Number of 
Establishments and Specified Cities, 191 7-18 



Force 


Labor Changes 












Industry or Nature of Business 


Per Cent 


Acces- 
sion 


Separa- 
tion 


Total 
(Flux) 




Chicago 




36 


5,731 


7,240 


12,971 


Clothing, men's, mfg. 


22 


Sio 


471 


981 


Printing presses, mfg. 


IS 


2,865 


2,962 


5,827 


Agricultural implements, mfg. 


32 


5,486 


4,729 


10,215 


Agricultural implements, mfg. 


42 


782 


764 


1,546 


Machinery (coal mining), mfg. 


36 


1,358 


1,332 


2,690 


Mail order house 


62 


590 


536 


1,126 


Brass and metal specialties, mfg. 


64 


1,879 


1,712 


3,591 


Office appliances, mfg. 


20 


9,524 


11,454 


20,978 


Public utilities: Telephone service 


27 


28,725 


31,200 


59,925 


Total 


Mllwauxfe 




50 


2,435 


2,748 


5,183 


Motor vehicles and parts, mfg. 


39 


931 


803 


1,734 


Machinery (heavy) mfg. 


37 


3,058 


3,728 


6,786 


Public utilities: Street railways, etc. 


41 


6,424 


7,279 


13,703 


Total 


Cleveland 




37 


3,552 


2,878 


6,430 


Automobile and motor truck mfg. 


86 


5,179 


6,289 


11,468 


Automobile and motor truck mfg. 


64 


1,016 


1,038 


2,054 


Street railway cars, mfg. 


S3 


6,036 


5,789 


11,825 


Storage batt's and carbon prod's mfg. 


36 


3,410 


4,566 


7,976 


Woodw'k, sewing mach. cabinets, etc. 


S3 


3,520 


2,556 


6,076 


Machine tools, mfg. 


S2 


2,691 


2,393 


5,084 


Machinery (heavy) mfg. 


34 


1,286 


1,386 


2,672 


Metal wire, etc., mfg. 


36 


1,281 . 


1,290 


2,571 


Sewing machines, mfg. 


SI 


941 


776 


1,717 


Electrical appliances, mfg. 


S7 


3,077 


3,091 


6,168 


Malleable iron castings, mfg. 


S7 


132 


140 


272 


Telephone service (Clerical force) 


33 


2,328 


2,262 


4,590 


Telephone service (Oper. force) 


71 


2,200 


2,889 


5,089 


Telephone service (Plant dept.) 


SO 


36,649 


2>7,UZ 


73,992 


Total 



2o6 



LABOR TURNOVER IN INDUSTRY 



TABLE 

Number and Per Cent of Employees in the Unstable Part of the Working 
Accessions, Separations, and Flux, in Individual 



Industry or Nature of Business 



Establish- 
ment 
Number 



Total 

Working 

Force 



Number 
IN Con- 
tinuous 
Service 
Over One 
Year 



Unstable 



Number 



Automobile mfg 

Clothing and overalls, mfg. . 

Iron and steel (small parts), mfg. 

Heating devices, mfg 

Steel forgings, mfg 

Steel castings, mfg 

Structura' steel, infg 

Electrical appliances, mfg. 

Public utilities: Gas mfg 

Tel. serv. (Com. dept.) 
Tel. serv. (Cler. force) 
Tel. serv. (Installat'n) 
lei. serv. (Construc'n) 

Total 



Textiles (cotton), mfg. . . . 

Machine tools, mfg 

Machine tools, mfg.^ . . . . 
Machinery (specialties), mfg. 

Machinery mfg 

Machine tools, mfg 

Engineering specialties, mfg. . . 
Printing and publishing (books) , 
Printing and publishing (miscel.) 

Total 



Oil refinery .... 
Sugar refinery . . . 
Machinery mfg. 
Mercantile establishment 
Mercantile establishment 

Total . . . 



204 
216 
221 
222 
225 
227 
228 
229 

235 
236 

237 
238 
240 



[13] 



133 
137 
138 
139 
140 
141 
146 
150 
151 



[9] 



263 
264 
266 
269 

270 

[S] 



Detroit 



^35 


51 


480 


248 


218 


163 


497 


179 


316 


164 


390 


156 


161 


82 


213 


73 


1,933 


977 


161 


98 


138 


76 


431 


253 


331 


149 


5,404 


2,669 



Cincinnati 



330 


280 


127 


85 


602 


272 


669 


328 


407 


274 


883 


606 


1,150 


670 


244 


201 


767 


S08 


5,179 


3,224 



San Francisco 



421 


158 


1,259 


420 


173 


71 


85 


42 


244 


119 


2,182 


810 



232 
55 
318 
152 
234 
79 
140 

956 
63 
62 

178 
182 



2,735 



50 
42 
330 
341 
133 
277 
480 

43 
259 



1,955 



263 

839 
102 

43 
125 

1,372 



APPENDIX 



207 



C — Concluded 

Force, Number in Continuous Service Over One Year, and Number of 
Establishments and Specified Cities, 191 7-18 



Force 


Labor Changes 












Industry or Nature of Business 


Per Cent 


Acces- 
sions 


Separa- 
tions 


Total 
(Flux) 




Detroit 




62 


477 


537 


1,014 


Automobile mfg. 


48 


686 


978 


1,664 


Clothing and overalls, mfg. 


25 


392 


384 


776 


Iron and steel (small parts), mfg. 


64 


834 


1,167 


2,001 


Heating devices, mfg. 


48 


910 


695 


1,60s 


Steel forgings, mfg. 


60 


1,296 


1,066 


2,362 


Steel castings, mfg. 


49 


543 


567 


1,110 


Structural steel, mfg 


66 


744 


744 


1,488 


Electrical appliances, mfg. 


49 


1,585 


1,040 


2,625 


Public utilities: Gas mfg. 


39 


104 


106 


210 


Tel. serv. (Com. dept) 


45 


167 


141 


308 


Tel. serv. (Cler. force) 


41 


533 


510 


1,043 


Tel. serv. (Installat'n) 


55 


628 


633 


1,261 


Tel. serv. (Cons'n) 


51 


8,899 


8,568 


17,467 


Total 


Cincinnati 




15 


354 


369 


723 


Textiles (cotton), mfg. 


33 


103 


73 


176 


Machine tools, mfg. 


55 


1,020 


980 


2,000 


Machine tools, mfg. 


51 


847 


860 


1,707 


Machinery (specialties), mfg. 


33 


502 


567 


1,069 


Machinery mfg. 


31 


'^y?,^^ 


1,166 


2,529 


Machine tools, mfg. 


42 


2,030 


1,989 


4,019 


Engineering specialties, mfg. 


18 


82 


119 


201 


Printing and pubUshing (books) 


34 


667 


811 


1,478 


Printing and publishing (miscel.) 


38 


6,968 


6,934 


13,902 


Total 


San Francisco 




62 


1,141 


980 


■ ■ ■ - - 
2,121 


Oil refinery 


67 


3,566 


3,011 


6,577 


Sugar refinery 


59 


261 


362 


623 


Machinery mfg. 


51 


138 


121 


259 


Mercantile establishment 


51 


435 


409 


844 


Mercantile establishment 


63 


5,541 


4,883 


10,424 


Total 



208 



LABOR TURNOVER IN INDUSTRY 



TABLE D 

Labor Mobility by Months, from January, 19 io, to December, 19 19, 

Inclusive 







Total 


Labor Changes 




Number 














Year and 
Month 


of 
Full- 
year 


Labor 
Hours 
(Thou- 




Number 




Rate per 


Full-time Worker 


















Workers ^ 


sands) 


Acces- 


Separa- 


Total 


Acces- 


Separa- 


Total 








sions 


tions 


sion 


tion 


(Flux) 


1910 


















January 


9,684 


2,421 


1,025 


1,004 


2,029 


1.26 


1.23 


2.49 


February . 


8,754 


2,189 


835 


1,024 


1,859 


1. 14 


1. 41 


2.55 


March . . 


9,630 


2,407 


1,573 


1,445 


3,018 


1.95 


1.80 


3.7s 


April . . 


8,832 


2,208 


1,558 


1,518 


3,076 


2.13 


2.07 


4.20 


May 


8,585 


2,146 


1,552 


1,346 


2,898 


2.16 




4.0s 


June . . 


9,006 


2,252 


1,634 


1,271 


2,905 


2.19 


1.68 


3^S7 


July . . 


10,353 


2,588 


1,530 


1,555 


3,085 


1.77 


1.80 


3-57 


August . 


6,937 


1,734 


1,141 


1,218 


2,359 


1.98 


2.10 


4.08 


September . 


10,241 


2,560 


1,124 


1,261 


2,38s 


1.32 


147 


2.79 


October 


9,042 


2,261 


810 


870 


1,680 


1.08 


1. 14 


2.22 


November . 


9,717 


2,429 


70s 


844 


1,549 


^S7 


1.05 


1.92 


December . 


8,334 


2,084 


344 


411 


7SS 


.51 


.60 


I.II 


1911 


















January 


13,727 


3,432 


699 


839 


1,538 


.60 


.72 


1.32 


February . 


14,806 


3,701 


954 


840 


1,794 


.78 


.69 


1.47 


March . . 


13,770 


3,442 


1,136 


888 


2,024 


.99 


.78 


1.77 


April . . 


13,836 


3,459 


1,090 


992 


2,082 


.96 


.87 


1.83 


May 


15,150 


3,788 


1,429 


1,259 


2,688 


1.14 


.99 


2.13 


June . . 


13,923 


3,481 


1,313 


1,286 


2,599 


1. 14 


i.ii 


2.25 


July . . 


14,013 


3,503 


1,070 


1,222 


2,292 


.93 


1.05 


1.98 


August . . 


12,786 


3,196 


1,190 


1,081 


2,271 


I. II 


1.02 


2.13 


September . 


14,015 


3,504 


709 


932 


1,641 


.60 


.81 


1.41 


October 


13,840 


3,460 


652 


942 


1,594 


.57 


.81 


1.38 


November . 


14,651 


3,663 


556 


1,026 


1,582 


•45 


.84 


1.29 


December . 


13,049 


3,262 


344 


878 


1,222 


.33 


.81 


1. 14 


1912 


















January 


14,624 


3,656 


736 


884 


1,620 


.60 


.72 


1.32 


February . 


13,432 


3,358 


751 


874 


1,625 


.66 


.78 


1.44 


March . 


13,346 


3,337 


993 


887 


1,880 


.90 


.81 


1.71 


April 


13,538 


3,384 


1,319 


1,043 


2,362 


1. 17 


.93 


2.10 


May 


15,065 


3,766 


1,385 


1,435 


2,820 


I. II 


1.14 


2.2s 


June . . 


13,778 


3,444 


1,611 


1,049 


2,660 


1.41 


.90 


2.31 


July . . 


15,127 


3,782 


1,756 


1,400 


3,156 


1.38 


I.II 


2.49 


August . . 


14,077 


3,519 


1,801 


1,363 


3,164 


1.53 


1.17 


2.70 


September . 


15,832 


3,958 


1,886 


1,362 


3,248 


1.44 


1.02 


2.46 


October 


16,307 


4,077 


2,059 


1,395 


3,454 


1.53 


1.02 


2.55 


November . 


19,613 


4,903 


1,996 


1,368 


3,364 


1.23 


.84 


2.07 


December . 


17,435 


4,359 


1,585 


1,172 


2,757 


1.08 


.81 


1.89 



^ See footnote on pa^e 211^ 



APPENDIX 



209 



TABLE D — Continued 

Labor Mobility by Months, from January, 1910, to December, 1919, 

Inclusive 





Number 

OF 

Full- 
year 


Total 
Labor 
Hours 
(Thou- 


Labor Changes 


Year and 
Month 


Number 


Rate per Full-time Worker 


















Workers 1 


sands) 


Acces- 


Separa- 


Total 


Acces- 


Separa- 


Total 








sions 


tions 




sion 


tion 


(Flux) 


1913 


















January 


157,841 


39,460 


24,185 


18,365 


42,550 


1.83 


1. 41 


3.24 


February . 


156,126 


39,032 


19,737 


17,558 


37,295 


1.53 


1.35 


2.88 


March . . 


168,238 


42,059 


23,267 


24,219 


47,486 


1.65 


1.74 


3-39 


April . . 


161,965 


40,491 


28,203 


24,731 


52,934 


2.10 


1.83 


3.93 


May . . 


166,511 


41,628 


26,101 


25,948 


52,049 


1.89 


1.86 


3.75 


June . . 


158,475 


39,619 


20,443 


20,483 


40,926 


1.56 


1.56 


3.12 


July . . 


159,221 


39,805 


18,451 


20,853 


39,304 


1.38 


1.56 


2.94 


August . 


167,001 


41,750 


14,847 


17,203 


32,050 


1.08 


1.23 


2.31 


September . 


152,311 


38,078 


13,453 


16,650 


30,103 


1.05 


1.32 


2.37 


October 


157,428 


3><)^ZS7 


11,607 


13,233 


24,840 


.87 


1.02 


1.89 


November . 


156,452 


39,113 


9,456 


10,451 


19,907 


.72 


.81 


1-53 


December . 


153,208 


38,302 


7,061 


9,048 


16,109 


.54 


.72 


1.26 


1914 
















*•" 


January 


43,125 


10,781 


2,513 


2,126 


4,639 


.69 


.60 


1.29 


February . 


43,342 


10,835 


2,716 


1,886 


4,602 


.75 


.51 


1.26 


March . . 


42,771 


10,693 


2,994 


2,460 


5,454 


.84 


.69 


1.53 


April . . 


45,014 


11,253 


2,552 


2,358 


5,405 


.69 


.75 


1.44 


May . . 


39,793 


9,948 


2,423 


4,108 


6,531 


.72 


1.23 


1.95 


June . . 


40,867 


10,217 


3,239 


4,168 


7,407 


.96 


1.23 


2.19 


July . . 


39,487 


9,872 


2,931 


1,975 


4,906 


.90 


.60 


1.50 


August . 


42,512 


10,628 


3,371 


3,097 


6,468 


.96 


.87 


1.83 


September . 


44,116 


11,029 


4,364 


2,323 


6,687 


1.20 


.63 


1.83 


October 


56,668 


14,167 


3,565 


3,279 


6,844 


.75 


.69 


1.44 


November . 


58,192 


14,548 


3,001 


2,269 


5,270 


.63 


.48 


I. II 


December . 


57,636 


14,409 


3,189 


2,759 


5,948 


.66 


.57 


1.23 


1915 


















January 


87,031 


21,758 


4,349 


3,957 


8,306 


.60 


.54 


1.14 


February . 


86,061 


21,515 


5,199 


4,620 


9,819 


.72- 


.63 


1.35 


March . . 


91,589 


22,897 


6,400 


6,096 


12,496 


.84 


.81 


1.65 


April . . 


86,224 


21,556 


8,107 


4,868 


12,975 


1. 14 


.69 


1.83 


May . . 


89,519 


22,380 


6,767 


5,227 


11,994 


.90 


.69 


1.59 


June . . 


96,801 


24,200 


7,081 


4,867 


11,948 


.87 


.60 


1.47 


July . . 


93,716 


23,429 


6,058 


5,879 


11,937 


.78 


.75 


1.53 


August . . 


94,034 


23,508 


6,597 


5,419 


12,016 


.84 


.69 


1-53 


September . 


107,960 


26,990 


13,184 


8,213 


21,397 


1.47 


.90 


2.37 


October 


99,741 


24,935 


12,061 


6,256 


18,317 


1.44 


.75 


2.19 


November . 


67,672 


16,918 


11,558 


6,268 


17,826 


2.04 


I. II 


3.15 


December . 


92,223 


23,056 


11,796 


6,077 


17,873 


1.53 


.78 


2.31 



* See footnote on page 211, 



2IO 



LABOR TURNOVER IN INDUSTRY 



TABLE D — Continued 



Labor Mobility by Months, from January, 1910, to December, 1919, 

Inclusive 





Number 


Total 


Labor Changes 
















Year and 
Month 


OF 

Full- 
year 


Labor 
Hours 
(Thou- 




Number 




Rate peb 


. Full-time Worker 


















Workers 1 


sands) 


Acces- 


Separa- 


Total 


Acces- 


Separa- 


Total 








sions 


tions 


sion 


tion 


(Flux) 


1916 


















January 


46,885 


11,721 


8,649 


4,994 


13,643 


2.22 


1.29 


3-51 


February . 


53,541 


13,385 


10,351 


5,632 


15,983 


2.31 


1.26 


3-57 


March . 


56,410 


14,102 


7,348 


6,706 


14,054 


1.56 


1.44 


3.00 


April . . 


59,237 


14,809 


10,321 


5,737 


16,058 


2.10 


I.17 


3.27 


May 


- 58,143 


14,536 


8,518 


7,091 


15,609 


1.77 


1.47 


3-24 


June . . 


58,152 


14,538 


6,730 


9,280 


16,010 


1.38 


1.92 


3-30 


July . . 


57,505 


14,376 


5,346 


4,678 


10,024 


I. II 


.99 


2.10 


August . 


57,866 


14,466 


7,727 


5,733 


13,460 


1.59 


1.20 


2.79 


September . 


60,549 


15,137 


6,455 


5,087 


11,542 


1.29 


1.02 


2.31 


October 


62,492 


15,623 


6,336 


4,205 


10,541 


1.23 


.81 


2.04 


November . 


63,408 


15,852 


3,921 


3,821 


7,742 


•75 


.72 


1.47 


December . 


64,424 


16,106 


5,499 


3,884 


9,383 


1.02 


.72 


1.74 


1917 


















January 


33,675 


8,419 


3,568 


4,439 


8,007 


1.26 


1.59 


2.8s 


February . 


32,260 


8,065 


2,948 


3,368 


6,316 


I. II 


1.26 


2-37 


March . . 


21,211 


5,303 


2,057 


2,099 


4,156 


1.17 


1.20 


2.37 


April . . 


21,667 


5,417 


2,416 


2,652 


5,068 


1.35 


1.47 


2.82 


May . . 


28,487 


7,122 


4,871 


4,700 


9,571 


2.04 


1.98 


4.02 


June . . 


32,572 


8,143 


5,449 


4,921 


10,370 


2.01 


1.80 


3.81 


July . . 


35^^37 


8,909 


5,265 


5,074 


10,339 


1.77 


I.7I 


3.48 


August . 


37,398 


9,350 


6,661 


6,137 


12,798 


2.13 


1.98 


4.11 


September . 


37,723 


9,431 


6,288 


6,022 


12,310 


2.01 


1.92 


3.93 


October 


38,583 


9,646 


6,746 


5,127 


11,873 


2.10 


1.59 


3-69 


November . 


47,401 


11,850 


7,209 


6,076 


13,285 


1.83 


1.53 


3.36 


December . 


39,994 


9,998 


5,307 


6,488 


11,795 


1.59 


1.95 


3.54 


1918 


















January 


37,973 


9,493 


5,860 


5,238 


11,098 


1.86 


1.65 


3.51 


February . 


37,008 


9,252 


4,952 


5,563 


10,515 


1.62 


1.80 


3.42 


March . . 


37,387 


9,347 


6,636 


6,447 


13,083 


2.13 


2.07 


4.20 


April 


37,924 


9,481 


8,322 


7,228 


15,550 


2.64 


2.28 


4.92 


May 


35,819 


8,955 


7,792 


6,256 


14,048 


2.61 


2.10 


4.71 


Tune 


30,319 


7,580 


5,537 


4,789 


10,326 


2.19 


1.89 


4.08 


July . . 


24,446 


6,111 


4,652 


4,024 


8,676 


2.28 


1.98 


4.26 


August . . 


• 23,877 


5,969 


3,953 


4,320 


8,273 


1.98 


2.16 


4.14 


September . 


21,299 


5,325 


2,954 


2,643 


5,597 


1.65 


1.50 


3.15 


October 


21,817 


5,454 


2,702 


2,850 


5,552 


1.50 


1.56 


3.06 


November . 


28,352 


7,088 


3,878 


2,350 


6,228 


1.65 


.99 


2.64 


December . 


22,476 


6,619 


2,496 


2,042 


4,538 


1.32 


1.08 


2.40 



I See footnote on page 211. 



APPENDIX 



211 



TABLE T> — Concluded 

Labor Mobility by Months, from January, 1910, to December, 1919, 

Inclusive 





Number 


Total 


Labor Changes 
















Year and 
Month 


OF 

Full- 
year 


Labor 
Hours 
(Thou- 




Number 




Rate per 


Full-time Worker 


















Workers 1 


sands) 


Acces- 


Separa- 


Total 


Acces- 


Separa- 


Total 








sions 


tions 


sion 


tion 


(Flux) 


1919 


















January- 


20,989 


5,247 


2,408 


2,517 


4,925 


1.38 


1.44 


2.82 


February . 


20,238 


5,059 


1,347 


1,890 


3,237 


.81 


I. II 


1.92 


March . . 


19,591 


4,898 


1,119 


1,962 


3,081 


.69 


1.20 


1.89 


April 


18,835 


4,709 


1,137 


1,741 


2,878 


.72 


I. II 


1.83 


May . . 


17,128 


4,282 


1,096 


1,503 


2,599 


.78 


1.05 


1.83 


June . . 


14,233 


3,558 


1,002 


1,145 


2,147 


.84 


.96 


1.80 


July . . 


13,979 


3,495 


1,238 


822 


2,060 


1.05 


.72 


1.77 


August . . 


5,638 


1,410 


601 


516 


1,117 


1.29 


I. II 


2.40 


September . 


5,785 


1,446 


710 


478 


1,188 


1.47 


.99 


2.46 


October 


9,502 


2,376 


1,428 


643 


2,071 


1.80 


.81 


2.61 


November . 


16,400 


4,100 


1,513 


1,001 


2,514 


I. II 


.72 


1.83 


December . 


10,327 


2,582 


620 


404 


1,024 


.72 


.48 


1.20 



1 Calculated as follows: 

2,421,000 

3000 

12 



I 



INDEX 



Absenteeism, records, 167-169. 
Accessions, 8, 56-60; length of service 

and, 56. 
Annual data, 36. 
Attendance, as a basis of computation, 

II, 18. 
Automobile industry, turnover in, 25, 

49, 50-53, 118-121. 
Average weekly service rates, 139-140. 

[ Base, in turnover computation, 9-1 1. 

Boston, turnover in, 47, 172-173, 190- 
191. 

Broken time, effect of, on computa- 
tion, 9-1 1. 

Business cycles, labor mobility and, 
34-35, 38. 

Car building industry, labor mobility 
^ in, 76-77, 108-109. 

Casual laborers, length of service of, 
135-136. 

Causes of separation, 92-102; ambigu- 
ity of data, 96-97; difficulty of as- 
certaining, 93-96; in mercantile es- 
tablishments, 99-102; in metal trades, 
96. 

Causes of turnover, 78-102. 

Chemical industries and refineries, 
length of service in, 11 8-1 21; turn- 
over, 50-53- 

Chicago, statistics of labor mobility in, 

47, 172-173, 178-179, 190-191, 196- 

197, 204-205. 
Cincinnati, turnover in, 47, 174-175, 

178-181, 190-191, 198-199, 206-207. 
Cities, turnover in different, 47, 172- 

187. 



Cleveland, turnover in, 47, 174-175, 
180-183, 192-193, 198-199, 204-205. 

Clothing industry, length of service in, 
118-121, 137; turnover, 49, 50-53. 

Common labor, mobility of, 72-74. 

Computation, 22-26; changes suggested, 
15; relation between different meth- 
ods, 26; Rochester method, 9, 12. 

Cychcal fluctuations, 34-35, 38, 105- 
106. 

Daily attendance, as base in computa- 
tion, II, 18. 

Definition of terms, 8, 21. 

Detroit, turnover in, 47, 174-175, 182- 
185, 192-193, 200-201, 206-207. 

Discharge rates, effect of business con- 
ditions on, 34-35; effect of war con- 
ditions on, 84-85. 

Employers, in relation to labor sta- 
bility, 3. 
Emplo3anent poUcies, 29-33. 
Employment records, 163-169; need of, 

30. 
Equivalent full-time worker. See "Full- 
year worker.'* 

"Floaters," 60, 133-136. 

Flux, meaning and use of term, 13, 15. 

Flux rates, for whole and for unstable 
parts of work force, 148-150. 

Force maintenance. See "Replace- 
ment." 

Formula for computation, 24. 

"Full-year worker," meaning of term, 
15, 18; relation to pay-roll figures, 
9-1 1, 



213 



214 



INDEX 



Gas and electricity manufacturing, 
turnover in, 49, 50-53, 11 8-1 21. 

Identical establishments, changes in 
turnover in, between war and pre-war 
periods, 64-65. 

Industrial conditions, effect on turn- 
over, 34-35, ^^, 105-106; effect on 
proportions of separations of differ- 
ent t3T)es, 80-87. 

Industrial Relations Association of 
America, 8. 

Industry groups, turnover in different, 
49? 50-53? 1 1 8-1 21; type of separa- 
tion and, 86-89. 

Instability, causes of, 78-102; difficulty 
of ascertaining causes, 93-96. 

Job replacement, frequency of, 159-162. 

Labor change, meaning of term, 12-13; 
rates, 13. 

Labor changes, estimated number, 42- 
43; necessary and unnecessary, 43-46. 

Labor flux. See "Flux.'' 

Labor hours, use of, in computation, 11, 
15, 18, 22-24. 

Labor mobility, an establishment prob- 
lem, 3; general extent, 34-60; in in- 
dividual establishments, 61-77; mean- 
ing of term, 7. 

Labor policy, turnover and, 29-33. 

Lay-off rate, effect of business condi- 
tions on, 34-35; effect of war condi- 
tions on, 84-90. 

Leather and rubber goods, turnover in, 
49, 50-53? 118-121. 

Length of service, statistics of, by in- 
dustries, 1 1 8-1 21; in war and pre-war 
periods, 117; of casual laborers, 135- 
136; of male and female employees, 
1 23-131; of skilled and unskilled, 
132, 135-136, 158; in men's clothing 
industry, 137; record form for, 166- 
167; statistics of, 115-141. 



Machinery manufacturing, turnover in, | 
49? 50-53, 118-121. j 

Measurement of turnover, 7-28; stand- \ 
ard of, 9-1 1, 21-22. 

Men's clothing industry, length of serv- 
ice in, 137. 

Mercantile establishments, causes of 
separations from, 99-102; turnover 
in, 49, 50-53. 

Metal trades, causes of separations, 96 ; 
turnover in, 49, 50-53, 118-121. 

Methods of computation, 7-28. 

Milwaukee, turnover in, 47, 176-177, 
186-187, 202-203, 204-205. 

Mobility rates, establishments classified 
according to, 63. 

Monthly data, 104-105, 107, 108-109, 
III, 208-211. 

National Association of Employment 

Managers, 8. 
National Personnel Association, 8. 
Necessary turnover, extent of, 43-46, • 
New York City, turnover in, 47, 176- 

177, 192-193. 
Night shift, turnover on, compared with 

day shift, 71, 107. 
Normal work force. See "Standard 

work force." 

Occupations, turnover in different, 76- 
77, 108-109. 

Padded pay rolls, effect on computa- 
tion, 9-1 1. 

Pay-roll data, use of, in turnover com- 
putation, 9-10. 

"Percentage of turnover," 12. 

Personnel policy, and labor stability, 

29-33- 

Plant curtailment, 21, 23. 

Printing industry, turnover of laborers 
in, 135-136. 

Printing and publishing, turnover sta- 
tistics, 49, 50-53, 118-121. 



INDEX 



215 



Prosperity and depression, turnover in, 

34-35, 38, 105-106. 
Public utilities, turnover in, 49, 50-53, 

118-121. 

Quitting rate, close correspondence of, 
with total separation rate, 81-83. 

Rates, use of, in reporting turnover, 1 2- 

13, 22, 23-24, 26-27. 

Reasons for leaving, 92-102; in metal 
trades, 96; in mercantile establish- 
ments, 99-102. 

Records, of absentees, 168-169; of 
length of service, 166-167; of turn- 
over, 164-165. 

Reduction of turnover, 29-33. 

Rehirings, 58-59, loi. 

Replacements, importance of, "j-^^ 13, 

14, 15, 18. 

Responsibility for turnover, of different 

employee groups, 154-162. 
Rochester Conference, 8, 9. 
Rochester formula, 8, 26. 
Rubber goods manufacturing, turnover 

in, 49, 50-53, 118-121. 

San Francisco Bay region, turnover in, 
186-187, 202-203, 206-207. 

Seasonal fluctuations, 103-114. 

Separation, types of, 78-92; proportion 
of different types, by industries, 86- 
89; rate of, in relation to skill, 91. 

Separation rate, inadequacy of, 8. 

Sex, turnover data classified according 
to, 66-69, 124, 126, 1 28-13 1. 

Size of establishment, turnover and, 55. 

Skill, and stability, 73, 91, 132, 135-136, 
158. 

Slaughtering and meat packing, turn- 
over in, 49, 50-53, 118-121. 

Stability of labor. See "Mobility." 

Stabilization of work force, record of 
ten selected firms, 29-33. 

Stable and unstable employees, 142-153, 



Standard of measurement, 9-1 1, 21-22. 
Standard work force, 15, 18. 
Street railways, turnover on, 49, 50-53, 
118-121. 

Telephone service, statistics of turnover 
in, 50-53, 118-121. 

Textile manufacturing, clothing and, 
50-53, 118-121. 

Transportation. See "Street railways." 

Turnover, causes of, 92-102; meaning 
of, 7-8, 12-15; among skilled and 
unskilled workers, 73, 91, 132, 135- 
136, 158; of males and females, 66-69, 
124, 126, 1 28-131; by cities, 47, 172- 
207; by industries, 49, 50-53, 118- 
121; in mercantile establishments, 
50-53, 99-102; seasonal influences on, 
103-114; the business cycle and, 34- 
35, 38, 105-106; in identical plants, 
64-65; necessary and unnecessary, 
44-45; in different occupations, 76- 
77, 108-109; ill war and pre-war 
periods, 47, 51-53; labor policy and, 
29-33; percentage, 12; records, 163- 
169; size of plant, 55; responsibility 
for, 154-162. 

Types of separation, 78-92. 

Unemployment, turnover and, 2, 3. 

United States Bureau of Labor Statis- 
tics, 4-5, 8, 9, 13, 22, 26-27. 

United States Commission on Industrial 
Relations, 133. 

Unnecessary turnover, amount of, 44- 

45- 
Unskilled workers, turnover among, 73, 

91, 132, 135-136, 158. 

Volume of turnover, 34-60. 
Voluntary quitting, importance of, 79. 

Wisconsin Free Employment OflEice, 133, 
World War, labor mobility and, 84-90. 



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